Capturing Tacit Knowledge for Organizational Learning By Vanessa Cerallo

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Capturing Tacit Knowledge for Organizational
LearningBy Vanessa Cerallo
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A New Reality

• Modern society perception behavioral shift.

Old Model hierarchies, highly
structure, inflexible model
New Model dynamic, constantly changing,
creative model
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A New Reality

• Modern companies need to be creating and
  constantly adapting in order to adjust to the
  competitive forces of the market (survival).
• To succeed in adapting to changing situations
  companies need to able of learning and absorbing
  knowledge rapidly.
• Knowledge is a tool for success a companies
  ultimate competitive advantage.
• When companies managed strategically the share of
  their knowledge they can become Learning
  Organizations.

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Types of Knowledge and Ways to Acquire It

• Explicit written, specific, database type of
  knowledge. Easily codified thus easily transfer.
• Tacit experiential, acquire through action and
  affected by each person mental models. Is the
  Know How. Very difficult to capture and hard to
  share.

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Tacit Knowledge

• What I hear, I forget. What I see, I remember.
  What I do, I understand.
• Chinese proverb.
• Action creates knowledge.
• Way of learning by trail and error.
• Trail and error is risky and can be costly.
• To create new ideas some degree of risk is
  necessary- risk to fail.
• New corporations need innovation in order to
  progress.
• Learning Organizations see performance
  shortfalls as opportunities for learning.
• By Michael Marquardt.

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How Knowledge Becomes Valuable

• For individual knowledge to be of value to a
  company the employee needs to share the knowledge
  in order to transform it into Organizational
  Knowledge.
• To share Tacit knowledge it needs to be converse
  into Explicit knowledge.

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Theories of How to Converse Tacit Knowledge

• Peter Senge.
• Embodied knowledge is embodied knowledge. But
  with reflection or careful observation, patterns
  of tacit knowledge can be experienced, expressed
  and describe. It is like a translation.
• Behavioral method Listening and Dialogue.
• Through programs that facilitate knowledge
  sharing (Ex. Jim Stuart's executive programs).

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Theories of How to Converse Tacit Knowledge

• Takeuchi
• New knowledge will be created if you transform
  one type of knowledge into another
• Tacit to Tacit (watching somebody, then doing it)
• Tacit to Explicit (doing it, then describing it)
• Explicit to Tacit (reading about it, then doing
  it)
• Explicit to Explicit ( reading about it, then
  describing it)

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Systems Used to Shared Knowledge

• Lotus Notes- Pricewaterhouse Coppers Used to
  carry discussions via e-mail.
• Idea Factory- Unisys website that allows
  employees to suggest new ideas and gives room for
  others to comment on them.

• Eureka- Xerox France Palo Alto research center
  in CA a system that facilitates the share of
  knowledge among peers.
• Groupware- Hewlett Packard online meeting in
  which participants communicate through computers.

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Key Points for Successfully Sharing Knowledge

• Knowing employees interest and characteristics.
• Offering incentives and rewards.
• Senior management support- the system should be
  apply at all levels.
• Communication and measurement.
• TRUST!

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Problems in Implementing Knowledge Management
Systems

• Underused of the program due to lack of
  incentives.
• Overused of the program making it unstructured
  and difficult to use.
• Changing peoples behaviors in order to create
  knowledge sharing structures.

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Becoming a Learning Organization

• Changing peoples behavior is a very difficult
  task because it requires challenging people's
  assumptions and triggering a paradigm shift. The
  ideal situation is when a company has employees
  that already posses the knowledge sharing
  behavior.

Ex Sun Hydraulics
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Being a Learning Organization

• A learning organization is s place were people
  are continually discovering how they create their
  reality and how they can change it.
• By Peter Senge.
• People are the masters of their own destiny and
  future.

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The Five Disciplines of a Learning Organizations

• System Thinking
• Personal Mastery
• Mental Models
• Building Shared Vision
• Team Learning

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Organizational Learning

• The learning organization and organizational
  learning have emerged as metaphors and models for
  successful and competitive organizations. Because
  the new economy is driven by knowledge,
  intellectual capital figures prominently in a
  firm's value. Knowledge workers learn from and
  contribute to the intellectual capital of
  learning organizations
• By Maureen Bogdanowicz

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Questions?

• Thank You for Your Time!