All entries for Thursday 03 May 2012
May 03, 2012
I stumbled across a journal where i saw a comment about tacit knowledge. it says 80% of the knowledge of any company is tacit. That is knowledge usually known by an individual in the organisation. And one of the problems associated with tacit knowledge is the difficulty in communicating that knowledge to the rest of the company.
This seems like a pretty high percentage of knowledge to reside in just an individual within a company.
Just assuming that a problem arises in the organisation where this individual is supposed to bring his knowledge base to help resolve the issue but refuses to help due to some setbacks. Does that give the company just 20% of explicit knowledge to apply?
How demanding is the exchange from tacit to explicit knowledge on the part of the individual as well as on the organisation?
Following the seminar topic we had today and the discussions that followed, i remember Parminder's statement on the ability to read from manuals while performing a task. my doubt is that even with the availability of those manuals, employees would still find it difficult to understand and manage the information they can see stored up in them. i tend to imagine how easy it would be to manage that which is not seen but just stored in the head of one individual.
Analysing the workshop we had on monday on gathering, interpreting and anticipating information, from the managers point of view might seem like a whole burden.
Although employees should be enthusiastic about wanting to learn and acquire knowledge to help them function better in their jobs but my idea on this is that to a greater extent managers have a special duty of care or added responsibility to cater for their employees.
If managers provide the right opportunity or enabling environment for sufficient knowledge and information to be gathered, create effective means to interpret and share this acquired knowledge throughout their employees, it would go a long way to foster a more relaxed and responsive workforce who view KM as a positive development process in the organisation.