Converting Tacit Knowledge Into Explict November 2010


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Converting Tacit Knowledge Into Explict November 2010

  2. 2. BASICS …BY ALBERT EINSTEIN 1. Information is not knowledge….. 2. The only source of knowledge is experience….
  3. 3. DATA! DATA!! AND DATA!!! • Millions of books/ periodicals/ newspapers/ research reports/ interviews/ videos/ movies. • 23 Crores web pages indexed in 2009, and 7.03 Crores websites indexed by Yahoo! as of August 2005. Approx billions of emails sent everyday, billions of images & videos uploaded on several servers. • As we talk hundreds of new books are being written, thousands of interviews/ news items are being reported and lakhs of webpages are being uploaded on the internet!
  4. 4. WHY MANAGE DATA? • To avoid resources & time in identifying right information. • To help creating latest/ updated solution. • Avoid duplication of work or ‘reinventing the wheel’ • To identify new opportunities, and build on previous work.
  5. 5. KNOWLEDGE MANAGEMENT VALUE CHAIN DATA RELEVANT INFORMATION EXPLICIT TACIT How does a bicycle work? Theory How to ride a bicycle?
  6. 6. EXPLICIT (easily collected, organized and transferred) • Documents, • Correspondence, • Reports & interviews, • Diagrams, • Database, • Audio & Video Visuals, • Webpage.
  7. 7. TACIT (context-specific, personal & hard to formalize) • Skills sets • Observation • Comments • Insights • Experience • Perspectives • Judgment • Wisdom • Attitude.
  8. 8. WHY TACIT KNOWLEDGE IS CRUCIAL • Mere information of law is no longer an USP….. • Clients pay for ‘solutions’ not ‘information’ • Information imperfections do not exist in the practice of law • Real-time transactions require firms to offer real-time solutions • Practice of law requires firms to adapt and replicate knowledge into readily usable form
  9. 9. KNOWLEDGE VARIANTS • EXPLICIT  Can be codified in tangible form  Can be easily communicated and shared  Characteristics – “Know-What”, “Know-Why” and “Know-Who” • TACIT  Highly personal and therefore inexpressible  Not easy to visualize and hard to express  Characteristics – “Know-How”  Is highly elusive
  10. 10. TACIT KNOWLEDGE: CHALLENGES • ARTICULATION CHALLENGES  Tacit knowledge is a mixture of deliberations, subjective insight, intuition and judgment  Difficult to articulate and store  Requires extensive personal contact and mentoring • CULTURAL CHALLENGES  Sharing not part of corporate culture  Insecurity / Lack of Trust  Lack of absorptive capacity  Intolerance for creativity  ‘Not-invented-here’ or ‘proprietary’ syndrome
  11. 11. TRANSFERRING TACIT KNOWLEDGE MOVEMENT OF TACIT KNOWLEDGE “Movement of tacit knowledge within the organization is a distinct experience, not a gradual process of dissemination, and depends on the characteristics of everyone involved…..more of a mindset issue!”
  12. 12. TYPICAL DAILY INFORMATION FLOW • Business News Papers – News/ Reports/ Opinions/ Interviews/ images. • Books/ Periodicals • Documents received – Emails/ Agreements/ Opinions/ Research Memos. • Phone & Video Calls • Official Meetings/ Discussions • Social meetings. How much do we systematically store & how much do we share?
  13. 13. INDIVIDUALLY DEALING WITH DAILY INFORMATION FLOW • Create systematic folders and sub-folders on the Computer – Documents • Agreement for Sale • Escrow Agreement – Correspondence – Opinions • While storing any document name it correctly and fill in the in the “Summary”. • Install “Google Desktop” or similar search engine. • More importantly start sharing.
  14. 14. MODES OF TRANSFERRING – TACIT KNOWLEDGE  Socialization  Externalization  Combination  Internalization
  15. 15. MODES OF TRANSFERRING contd.. • SOCIALIZATION - Tacit to Tacit Occurs through apprenticeship, mentoring or collegial relations. Also described as “implicit learning” or “learning by doing” • EXTERNALIZATION – Tacit to Explicit Written down or communicated through anecdotes, narratives, conversations, memos, emails, presentations, group discussions, etc. Also described as “articulation” • COMBINATION – Explicit to Explicit Knowledge transferred though standardized and systematic procedures. For ex., through a computer database • INTERNALIZATION – Explicit to Tacit Results in distribution of knowledge throughout the organisation and beyond.
  16. 16. PROCESS OF CAPTURING TACIT KNOWLEDGE • Organizational culture Promoting knowledge-sharing tradition • Discipline creating individual discipline and corporate discipline. • Using technology Capturing and recording knowledge on Information Systems, including document management, web-sites/ intranet.
  17. 17. PROCESS OF CAPTURING TACIT KNOWLEDGE (Contd.) • Partner Training Senior Partners to contribute training in a drop-in fashion and share real-life experiences • Insulating against attrition Organize deal de-briefs, discussions on transactional dynamics • Meetings and conferences Organizing deal debriefings, informal discussions to discussion transactional dynamics
  18. 18. INDIVIDUAL DISCIPLINE • Storing information systematically on computers, • Writing short memos/ notes / observations/ explanations/ footnotes. • Key to success is …..start sharing knowledge with others & without any expectations!
  19. 19. Before you shut this PPT, please forward it to your 9 friends………..and see the results in 24 hours! Vakils House, 18 Sprott Road Ballard Estate, Mumbai 400 001. India T: +91 22  4341 8505  F: +91 22  4341 8616