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This article defines the difference between explicit and tacit knowledge and summarizes different methods of transferring tacit knowledge.
Knowledge management can be split into two types, explicit and tacit:
- Explicit knowledge can be precisely expressed and explained. It can be codified and understood independently of its originator. An example might be a workflow summary or the details of how to send an email, recorded in a staff handbook. Although potentially difficult, the key processes can be clearly written down without ambiguity. Manuals, intranets, briefing documents are a few examples of how explicit knowledge is typically transferred.
- Tacit knowledge is understood by its holder, but often cannot be explicitly explained or codified. It is often based on insight, intuition and experience. One example might be the ability to deal with a specific client’s needs and personality. The main challenge for KM is to capture and use this asset.
There are a number of methods that can be used to capture and transfer tacit knowledge:
1. Mentoring
Mentoring allows relatively inexperienced employees to learn from experienced individuals on a one-to-one basis. It is described by Clutterbuck and Megginson (1999), leading thinkers on mentoring, as:
'Help by one person to another in making significant transitions in knowledge, work or thinking.'
2. Networking
Make use of your knowledge network. Identify colleagues or departments whose knowledge or skills could supplement and strengthen your own. Consider what you need to do to strengthen key relationships with a high knowledge value.
