This document discusses cognitive mapping as a method to transform tacit knowledge into explicit knowledge. It defines cognitive maps as graphical representations of mental models that can codify a person's knowledge. The document outlines how cognitive maps are constructed by collecting information from pre-existing and new data, and coding it in the form of a map. It discusses different types of elements that can be included in cognitive maps, such as goals, critical success factors, and actions. The document also presents a case study that used cognitive mapping to externalize the mental models of business strategies for a unique portfolio of projects.

1. COGNITIVE MAPPINGTransforming Tacit to Explicit KnowledgeIva Mircheva IvanovaTechnical University of Sofia

2. Abstract

3. Introduction“Mental Model” of a person’s knowledge - codified knowledgeTransformation - Tacit to ExplicitRepresentingConceptsKnowledge

4. ImplementationWHAT IS A COGNITIVE MAP?Graphical representation of mental model (s)(B) The plants grow(A) I water the plants

5. Three different kinds of readinessImplementation(B) The plants grow…so……because……in order to…(A) I water the plants

6. ImplementationHOW IS A COGNITIVE MAP CONSTRUCTED?Collect the informationPre-existing dataData collected for the construction process of the cognitive mapCode the information in a shape of mapNOTE: No interviewing protocol exists to guide a researcher in gathering data to be coded.Eden’s group, from Strathclyde University in Glasgow

7. ImplementationTHE IDEADifferent NatureThe goalsThe Critical Success Factors (CSF) The actions or key optionsThe chains of argumentationStandard IdeaGoalGoalGoalC.S.F.C.S.F.Standard IdeaStandard IdeaStandard IdeaStandard IdeaStandard IdeaActionActionActionAction

8. ImplementationHow ideas are organized in a cognitive map?Standard IdeaGoalGoalGoalC.S.F.C.S.F.Standard IdeaStandard IdeaStandard IdeaStandard IdeaStandard IdeaActionActionActionAction

9. Implementation37 Keep the type of job that we have…Move towards the less interesting job14 Work more with European companies (goal: 25%of revenue) 38 Develop work in close collaboration with a network of foreign experts…75 Know who to call in case of special needs…74 Memorize all the skills of the people with whom we have worked..73 Create a database of the partners skills…

10. Success FactorsTacit to Explicit KnowledgeMental Models“Theories-in-use”“Espoused Theories”AdvantagesSimplified Framework“Executable”AssociationsDisadvantagesBiases in the processing of new information

11. Success FactorsMental Models TransformationMap in PocketSense of Security and DirectionsNew patterns / New experiencesJustificationsQuestioning the AssumptionsComparison of new and existing Mental ModelsMoving the individual knowledge to the group

12. Case StudyEXTERNALIZATION OF BUSINESS STRATEGY MENTAL MODELSUnique Portfolio of ProjectsReasons to use cognitive mappingAllows modeling of Mental ModelsStructuring of ThoughtsCommunicate IdeasConsideration of actions

13. Case StudyQuick Description of the MethodElaboration of the INDIVIDUAL portfolio of projects1Week 1-2First CONFRONTATION of the individual portfolio of projects2Week 5COLECTIVE construction of the final portfolio of projects3Week 6

14. Case StudyExperimentResults

15. List of References[1] www.wikipedia.com[2] Florence Rodhain, “TACIT TO EXPLICIT: TRANSFORMING KNOWLEDGE THROUGH COGNITIVE MAPPING – AN EXPERIMENT” [3] http://www.knowledgeboard.com [4] Nonaka, I., and Takeuchi, H., The Knowledge-Creating Company, Oxford University Press, New York, 1995. [5] Natalie M. Steiger and David M. Steiger, University of Maine, “Knowledge Management in Decision Making: Instance-Based Cognitive Mapping”[6] Johnson-Laird, P. and Byrne, R. “Mental Model Website: A Gentle Introduction,” [online via] http://www.tcd.ie/Psychology/Ruth_Byrne/mental_models/, 2000 (accessed July 16, 2005). [7] Johnson-Laird, P., Mental Models. Cambridge University Press, Boston, 1983.[8] Argyris, C. and Schӧn, D.A. Organizational Learning II: Theory, Method, and Practice [9] Weick, K.E., “Cartographic Myths in Organizations,” in Mapping Strategic Thought (Huff, A.S., ed.), John Wiley and Sons, New York, 1990, pp. 1-10.[10] Bereiter, C. and Schardamalia, M. “Cognitive coping strategies and the problem of ‘inert knowledge’ ” In Thinking and Learning Skills: Research and Open Questions (Vol 2) (Chipman, S., Segal J., and Glaser, R., eds.), Lawrence Erlbaum, Hillsdale, NJ, 1985.

16. Many Thanks!!! “The importance of tacit knowledge is how we explicate it to those around us and those whom we work with.”