Forty years ago, the practical chemist turned philosopher of science Michael Polany said: ‘I shall reconfigure human knowledge by starting from the fact that we know more than we can tell’ (Polanyi 1966/2009: 4). The knowledge we have but cannot ‘tell’ is tacit in the word Polanyi made popular. But if tacit knowledge is substantial but cannot be put into words how can it be measured, promoted and managed? Within an organisation, how can it be transmitted and preserved?
Drawing on a theoretical model of tacit knowledge (published in peer reviewed papers and a forthcoming book), this two session seminar examines both what tacit knowledge is and how it can be transmitted.
Session 1: What tacit knowledge is
Tacit knowledge contrasts with explicit knowledge such as is contained in guidelines and codifications of practice. It consists in practical knowledge and ability but also recognitional skill: recognising that one situation, such as a complex social situation, is relevantly like another. An argument is set out to show that even what can be made explicit rests on tacit knowledge. Thus tacit knowledge is central to any organisation.
Session 2: How tacit knowledge can be communicated
Recent sociological work has suggested that tacit knowledge is both fragile (it can be lost) and capricious (it can be unpredictable to teach). This session considers why this might be so and how the dangers can be minimised. Even though it cannot be put into words, practical knowledge can be demonstrated using situation-specific concepts. Genuine tacit knowledge can thus be distinguished from the mere accidental passing on of successful strategies and grasp of this distinction can help underpin more robust organisational knowledge.