A classic article on how to create and mobilise knowledge within a company, which, if you can get over the business jargon, is extremely interesting.
There’s more to it than just collecting explicit knowledge and processing:
Knowledge mobilisation is not just something for the Research and Development team: everyone does it:
Here’s the process: apprenticeship to gain tacit knowledge, articulation of that knowledge explicitly, codification of that knowledge, and then its internalisation (return to tacit knowledge):
This can also be shown (from another paper (see references below)) through this diagram and description:
We have to start with tacit knowledge – what people know, but may not be able to say, about their work.
Redundancy – embracing an overlap of functions and working them through – really helps this:
Managers should be able to help employees make sense of their experiences:
Nonaka, I., Takeuchi, H. and Umemoto, K. (1996) ‘A theory of organizational knowledge creation’, Int. J. Technology Management, Special Issue on Unlearning and Learning for Technological Innovation Vol. 11, Nos. 718, pp.833-845.