This document discusses knowledge and the importance of not ignoring an organization's knowledge base. It notes that ignoring knowledge can lead to loss of expertise, damaged relationships, lost opportunities, reduced future knowledge, and more. It also discusses explicit knowledge, which is precise and codifiable, and tacit knowledge, which is more subjective and personal. Finally, it emphasizes the importance of sharing knowledge through trust and communities of practice in order to encourage innovation and continuous improvement.

1. Student name: Jorge Chuva Guzmán

4. What happens if we ignore our
knowledge base?
Loss of expertise
Damage to key stakeholder
relationships.
Lost of opportunities
Reductions in the quality of
future knowledge.
Loss of knowledge of
best practices
Damage to the organization’s
culture and social capital
Loss of learning
opportunities
Reinvent the wheel

5. What is knowledge?
What is knowledge? Explicit knowledge Tacit knowledge
According co-autor Gary
Jones(2001),defined as follows:
Knowledge is a key structural asset
that creates and adds value to the
organization’s products and
services...
Explicit knowledge is precise and
codifiable knowledge, is more
intangible and personal.
Tacit knowledge highlights the
importance of a subjective
dimension to knowledge.
…Knowledge
originates in the minds of knowing
subjects who evaluate and
interpret it in the light of the
framework provided by their
experiences, values, culture, and
learning.
• Objective and formal knowledge;
• tangible information;
• capable of being codified;
• deliberately accessible;
• easily networked on databases
and intranets;
• The folklore of the organization;
• mix of values, insights, hunches,
prejudices, feelings, symbols and
beliefs,
• difficult to codify and to store on
databases and intranets;
• Difficult to communicate and
share,
• valuable and rich source of
experience and learning.

7. Sharing knowledge
There are discouragements to knowledge sharing in most corporate cultures. In many organizations,
individuals perceive their greatest value to be what they know.
For them knowledge is power.
Their unique information gives them status, and often guarantees that they are listened to and consulted
They may erode their personal value within the organization, or they may be beaten to a promotion by the
person with whom they shared an idea.
It is the task of administrators to develop practices that encourage knowledge sharing. A key aspect of quality
improvement that people can share their knowledge and expertise.
Building up trust is key to knowledge sharing. No-blame cultures and a disposition to take risks and to learn
from mistakes and failures are part of developing a knowledge-sharing culture.
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8. Communities of knowledge

9. Knowledge creation

10. Learning conversations—learning from tacit
knowledge

11. knowledge Learning conversations and
storytelling:

12. Knowledge…
The knowledge, according to Nonaka and Takeuchi, has an important cultural Base between tacit and explicit
represents the essentially opposing cultural differences
between Japanese and US attitudes and approaches to doing business.
They argue that the Japanese place more value than the US people on corporate knowledge and are more
inclined to value tacit knowledge. The Japanese have a business culture and
innovation, and this path of kaizen has led to them valuing highly
intuitive, ambiguous and non-linear ideas.
By difference, US people are mechanistic in their tactic. They prefer rational, logical and
quantifiable data and are less likely to innovate in solutions work.
Nonaka and Takeuchi see the US people as exponents on explicit knowledge places the US economy at a long-
term disadvantage, as innovation is the key to business success in the knowledge age.
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13. …and kaizen
The Japanese, have been able through their team and quality circle approaches to convert tacit to explicit
Knowledge.
Tacit knowledge is the human face of knowledge, and can provide the institution with an altogether different
perspective from that it can learn from its explicit knowledge.
Knowledge that an organization ignores at its peril. It is an interesting and important component in kaizen, the
process of continuous quality improvement.
Provides some of the essential understandings and increases of thinking that are so essential when attempting
quality innovations.

14. By Jorge Chuva
Lago Agrio-Sucumbios-Ecuador