Difference between revisions of "Tacit knowledge"

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== Definition ==
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'''Source: ''' [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]]
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'''Source: ''' [[Guide on nuclear knowledge management ]]
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== Definition ==
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== Summary ==
 
== Summary ==
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Tacit knowledge is the [[Knowledge|knowledge]] held in the mind of individuals and is often unspoken and difficult to articulate, [[Sharing|share or transfer]]. It is rooted in practice, experience, intuition, judgement and individual skills. However, it may be partially transferred from individual to another individual using different tools and methods. The consensus amongst knowledge management professionals is that most of the knowledge in any organisations is tacit.
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== Description==
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The third type of knowledge, tacit knowledge, is the most difficult to recall and, thus, to transfer. Tacit knowledge includes knowledge about topics such as how to ride a bicycle or how to talk. These examples describe knowledge everybody just has. However, every individual possesses a lot of tacit knowledge. Employees, for example, tacitly know how they persuade other people, how to behave in different situations, or how to organize a meeting. Such knowledge cannot be completely explained, since it is wholly embodied in the individual, rooted in practice and experience, expressed through skillful execution, and
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transmitted by apprenticeship and training through watching and doing forms of learning [5]. Tacit knowledge can be observed; however, it is doubtful that all of this knowledge can be converted to explicit knowledge. This fact is why it is said, “We know more than we know that we know.”
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'''Source:'''[[Knowledge Management for Nuclear Industry Operating Organizations]]
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==Description==
 
==Description==
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The third type of knowledge, tacit knowledge, is generally regarded as that which is difficult to recall, and virtually impossible to articulate and record. All humans possess tacit knowledge and they are only aware of it when they apply it. So-called ‘common sense’ may be regarded by some as a form of tacit knowledge and its technical content may be more limited than that of implicit knowledge (for example, not recordable experience in the head of a WM facility operator).
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Tacit knowledge is a very complex form of knowledge. It is shaped and wholly embodied in the individual, rooted in practice, experience, intuition and individual skills. It is also referred to as experiential knowledge and is the basis of the ‘know how’.
  
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'''Source:''' [[Knowledge management for radioactive waste management organisations]]
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Tacit knowledge is the most difficult and sometimes impossible to recall, articulate and thus to transfer.
  
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==Description==
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It can partially be expressed through skilful execution, and transmitted from one individual to another individual using different tools and methods (for example: [[On-job training|on-job training]], observing, [[Mentoring|mentoring]], [[Coaching|coaching]], apprenticeship, etc.).
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Tacit knowledge can be observed; however, it is doubtful that all of this knowledge can be converted into explicit knowledge. Thus, the saying developed, “We know more than we realize we know.” Tacit knowledge includes
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Advanced technology and media can aid in observation of tacit knowledge; however, some of this knowledge cannot be converted to explicit knowledge. This is why we use the quote “we know more than we can tell” or “we know more than we realize we know”.
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skills, experience, insight, intuition and judgment. It is the ‘know-how’ accumulated in an individual’s mind.
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'''Source:''' [[Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation]]
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Although the terms tacit and [[Implicit knowledge|implicit]] are often used interchangeably, a distinction is made, because managing them might require different sets of tools and methods.
  
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==Description==
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Examples include:
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Tacit knowledge is a very complex form of knowledge that shapes and is shaped by practices, experience, and individual skills — all vital elements that a person uses as inputs for decisions and for performing day-to-day work. This mode of knowledge is also known as ‘implicit’, ‘procedural’ and even ‘soft.’ A distinction is sometimes made between the tacit and implicit modes, the latter term referring to knowledge which can be written down but which has not yet been written down. For convenience this report will use the generally more common term ‘tacit’ to cover all forms of knowledge that is derived from experience and embedded in practices and procedures. In this report great emphasis will be placed on knowledge-sharing. It should not be forgotten that successful knowledge sharing is itself a form of tacit knowledge (for example at international gatherings of nuclear experts).
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* How to ride a bicycle, talk or swim
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* How to persuade other people, behave in different situations or organize a meeting
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'''Source:''' [[National approaches and strategies for Nuclear Knowledge Management]]
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* Know-how of an experienced maintenance engineer that allows him/her to arrive at a rapid and accurate diagnosis of problems with complex plant equipment such as a turbine.
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==Description ==
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Tacit knowledge has been called ‘what we know but don’t know we know’. It is the most difficult type of knowledge to capture and, thus, to transfer. Tacit knowledge is often described as what’s in our heads. For example, an employee at an NPP who can predict a problem with a pump simply by listing to it operate or an employee who can identify corrosion problems in a pipe by taping with a wrench and listing to the sound. When asked to document their knowledge, they find it difficult to write it down. This tacit knowledge is typically developed over time through a combination of doing and lessons learned.
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'''Source:''' [[Guide on nuclear knowledge management ]]
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==Description ==
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Tacit knowledge has been called ‘what we know but don’t know we know’. It is the most difficult type of knowledge to recall and, thus, to transfer. Tacit knowledge includes knowledge about topics such as how to ride a bicycle or how to talk. These examples describe knowledge everybody just has. However, every individual possesses a lot of tacit knowledge. Employees, for example, tacitly know how they persuade other people, how to behave in different situations, or how to organize a meeting. Such knowledge cannot be completely
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explained, since it is wholly embodied in the individual, rooted in practice and experience, expressed through skillful execution, and transmitted by apprenticeship and training through watching and doing forms of learning.
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Sometimes tacit knowledge is used as alternative terminology for [[Implicit knowledge|implicit knowledge]];
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however, technically, the two identify different categories of knowledge.
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'''Source: ''' [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]]
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==Description==
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Tacit
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knowledge is experiential knowledge or ‘know how’ in the minds of individuals that typically
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cannot easily be easily expressed, captured or transferred. An example of tacit knowledge
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would be the know-how of an experienced maintenance engineer that allows him/her to arrive  
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at a rapid and accurate diagnosis of problems with complex plant equipment such as a turbine.  
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'''Source:''' [[Impact of Knowledge Management Practices on NPP Organizational Performance – Results of Global Survey]]
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== Related articles ==
 
== Related articles ==
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[[Knowledge]]
 
[[Knowledge]]
  
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[[Implicit knowledge]]
 
[[Implicit knowledge]]
  
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[[Nuclear knowledge]]
 
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[[Tacit knowledge preservation at the institute of nuclear research, Romania]]
 
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[[Knowledge categories | Categories of knowledge]]
 
  
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[[Category:Knowledge]]
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[[Category:Knowledge type]]

Latest revision as of 14:39, 18 December 2015


Definition

The knowledge wholly embodied in the individual and is rooted in practice, experience, intuition and individual skills that is difficult or even impossible to recall, articulate and thus to transfer.

Summary

Tacit knowledge is the knowledge held in the mind of individuals and is often unspoken and difficult to articulate, share or transfer. It is rooted in practice, experience, intuition, judgement and individual skills. However, it may be partially transferred from individual to another individual using different tools and methods. The consensus amongst knowledge management professionals is that most of the knowledge in any organisations is tacit.

Description

Tacit knowledge is a very complex form of knowledge. It is shaped and wholly embodied in the individual, rooted in practice, experience, intuition and individual skills. It is also referred to as experiential knowledge and is the basis of the ‘know how’.

Tacit knowledge is the most difficult and sometimes impossible to recall, articulate and thus to transfer.

It can partially be expressed through skilful execution, and transmitted from one individual to another individual using different tools and methods (for example: on-job training, observing, mentoring, coaching, apprenticeship, etc.). Advanced technology and media can aid in observation of tacit knowledge; however, some of this knowledge cannot be converted to explicit knowledge. This is why we use the quote “we know more than we can tell” or “we know more than we realize we know”.

Although the terms tacit and implicit are often used interchangeably, a distinction is made, because managing them might require different sets of tools and methods.

Examples include:

  • How to ride a bicycle, talk or swim
  • How to persuade other people, behave in different situations or organize a meeting
  • Know-how of an experienced maintenance engineer that allows him/her to arrive at a rapid and accurate diagnosis of problems with complex plant equipment such as a turbine.

Related articles

Knowledge

Explicit knowledge

Implicit knowledge

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