Introduction
Tacit knowledge is the kind of know-how that is difficult to transfer to another person by verbalizing it. It includes insights, intuitions, and hunches that people often acquire through personal experience. In a business context, this type of knowledge is valuable because it encompasses the understanding that is not documented but is essential for successful operations and innovation.
The ability to share and transfer tacit knowledge can greatly enhance teams’ efforts. It enables them to operate efficiently and adapt to changes swiftly. When team members effectively exchange their tacit knowledge, they enhance the collective intelligence of the group. This leads to improved problem-solving capabilities and innovation. Furthermore, transferring this knowledge ensures that crucial information is not lost when employees leave or move within the company. This makes it essential for companies to develop mechanisms and a culture that supports the continuous flow of tacit knowledge.
The special nature of tacit knowledge
Tacit knowledge, by its very nature, cannot be transferred directly. It encapsulates a person’s unique experiences, interpretations, and internalized understanding of tasks. Employees typically acquire this knowledge through personal experience and embed it in individual insights and intuitive processes.
When tacit knowledge is shared within a team or organization, it isn’t simply handed over. Instead, the receiver interprets and adapts it. Each individual will integrate it with their own experiences and perspectives, effectively creating their own version of that tacit knowledge. This process underscores the inherently personal and subjective nature of tacit knowledge. It evolves and reshapes as each new individual shares and reinterpretes it.
Employees can share tacit knowledge through communication and collaborative efforts. However, each person’s personal imprint means it never stays in its original form.
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Understanding tacit knowledge in your team
Tacit knowledge is inherently personal and deeply rooted in individual experiences, making it tricky to articulate and document. In the context of business teams, this type of knowledge often manifests as the instinctual ability to manage client relationships, the knack for troubleshooting complex machinery, or the unique approach to negotiating deals that one acquires over years of firsthand experience.
For example, a seasoned salesperson might have a refined sense of timing and tone when closing deals. This skill they’ve developed through years of observing customer reactions and adapting their pitch accordingly. Similarly, a project manager might intuitively understand how to motivate different team members. This intuition is based on informal interactions and observations, not just formal assessments.
The challenge in capturing and transferring tacit knowledge lies in its non-verbal nature. Traditional training methods, such as manuals and standard operating procedures, fall short because they can’t encapsulate the depth of experiential learning. Furthermore, the subjective nature of tacit knowledge means it is often context-dependent and personal. This makes systematic capture and dissemination a complex process.
Employers must identify and acknowledge its existence, and create environments where people find it easy to share personal insights. Overcoming these challenges is vital for teams to harness the collective wisdom and skills of their members.
Creating an environment that encourages knowledge-sharing
Creating a culture that promotes openness and continuous learning is essential for facilitating the sharing of tacit knowledge. This kind of environment encourages employees to express their ideas, share their experiences, and learn from each other. This makes it easier for tacit knowledge to flow freely among team members.
By investing in these strategies, companies can significantly enhance the internal transfer of tacit knowledge, leading to a more informed, efficient, and innovative workforce.
To begin, you need to establish a workplace where leaders welcome questions and curiosity, and where they see learning from failures as a stepping stone to success. This can be achieved when all leaders celebrate achievements together with the employees.
Moreover, it’s important to provide opportunities for professional development that encourage employees to acquire new skills that complement their experiential learning.
Operations for managing tacit knowledge
Companies can manage the tacit knowledge through three operations, each crucial for leveraging this intangible asset effectively. The first step is capturing, which involves recognizing the types of tacit knowledge that exist within the company and understanding who possesses it. This requires careful observation and engagement with employees to pinpoint where these invaluable skills and insights are located.
Once identified, the next challenge is documenting this knowledge. Although tacit knowledge is inherently difficult to articulate, using tools like detailed interviews, storytelling sessions, and visual aids can help in capturing some aspects of this hidden information.
The final and most critical operation is sharing this documented knowledge with other employees. Structured training programs, mentorship initiatives, and collaborative platforms are good tools for sharing tacit knowledge. Each of these operations plays a vital role in ensuring that the company preserves the tacit knowledge and also actively contributes to its ongoing success and adaptability.
Techniques to capture tacit knowledge
Capturing tacit knowledge within a team can be challenging. By employing specific techniques focused on interaction and experience sharing, companies can facilitate this important process. In the next chapters, we provide some examples of practical methods to capture tacit knowledge.
Skill matrices
A skill matrix is a visual tool that maps out the skills and competencies of team members, providing a clear overview of who knows what within the organization. While it is not primarily used for visualizing tacit knowledge directly, it often highlights areas where tacit knowledge may exist.
For example, suppose a skill matrix shows that certain team members excel in areas that are not fully documented or are known to require a high degree of experiential learning. In that case, it may signal where tacit knowledge might be concentrated. This information can then guide targeted communication and knowledge-sharing initiatives. These can facilitate the transfer of tacit knowledge by connecting those who possess it with those who need to learn it.
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Use of mentoring and coaching
Mentoring and coaching are powerful tools for transferring tacit knowledge. Experienced team members can take on mentorship roles, guiding newer employees through one-on-one sessions. This relationship allows mentors to share detailed skills and insights that they have gained through years of experience, which are often tailored to the unique circumstances of the company’s operations. Coaching, whether in small groups or individually, can also address specific challenges faced by employees. This allows the reveal of bespoke solutions that would not typically be found in formal training materials.
Modeling tacit knowledge through interviews
Modeling as a method for capturing tacit knowledge often involves conducting in-depth interviews. The modeler discusses with experienced employees to examine the nuances of their expertise and decision-making processes. This approach allows organizations to gather insights directly from the source, transforming intuitive knowledge into articulated wisdom that can be more easily shared and taught.
When using interviews for modeling, it’s crucial to ask questions that encourage detailed responses and reflection on the part of the interviewee.
Encourage storytelling as a method of sharing experiences and insights
Storytelling is an engaging and less formal way to share complex ideas and personal experiences that embody tacit knowledge. Team members can share stories about past projects, specific challenges they’ve overcome, or innovative solutions they’ve devised. In doing so, they pass on a deeper understanding of the context and emotional intelligence required to navigate similar situations. This is more than mere facts of the tasks. Encouraging storytelling in meetings, team-building activities, or even dedicated storytelling sessions can help cement this knowledge within the team.
Implement job shadowing
Job shadowing allows employees to learn by observation and hands-on practice by working closely with another team member who is skilled in a particular area. This method provides a direct transfer of tacit knowledge as the observer gets to see how tasks are handled in real time. This might reveal the small but crucial details that might not be documented anywhere.
Promote cross-functional training
Cross-functional training, where team members train with different departments or within different roles, enhances understanding of tacit knowledge across the organization. This approach exposes employees to diverse perspectives and skills that are critical in other areas of the company. This in turn breaks down silos and fosters a more collaborative environment by
The Role of Backups in Facilitating Tacit Knowledge Transfer
Working as a backup for another employee is a practical and effective method for transferring tacit knowledge within an organization. This role involves stepping into another person’s responsibilities temporarily during their absence, such as during sick leaves, vacations, or other reasons for unavailability. This serves as an opportunity to understand the tacit knowledge that is embedded deeply in daily routines.
When an employee acts as a backup, they must familiarize themselves with the existing documentation, processes, and specific workflows of the role they are covering. This immersion often highlights the differences between formal, documented procedures and the actual practices that occur on the job.
Often in back-up roles, there will be cases where the documentation does not suffice. Then, the backup employee needs to engage directly with the absent employee or other experienced team members to resolve issues. This interaction is a moment for the transfer of tacit knowledge, as it often involves sharing insights, techniques, and personal experiences that are not formally recorded but are vital for successful task execution.
Read more: Combining business processes and skills data: practical examples
Conclusion
The ability to harness and disseminate tacit knowledge becomes increasingly critical for companies. It fosters a culture of continuous learning and innovation, empowers employees, and enhances decision-making across all levels of the organization.
To truly benefit from tacit knowledge, companies must commit to creating an environment where knowledge sharing is encouraged and facilitated. This includes investing in the right tools, training, and practices that make knowledge transfer possible and effective. Additionally, measuring the impact of these initiatives ensures that the processes remain dynamic and responsive to the needs of the organization and its people.
In conclusion, by valuing and actively managing tacit knowledge, companies not only safeguard their core competencies but also cultivate a workforce that is skilled, adaptable, and ready to meet the challenges of tomorrow. Let’s continue to push the boundaries of how we gather, share, and utilize knowledge, making our workplaces more informed, innovative, and successful.