This document discusses knowledge management and tacit knowledge. It begins by defining knowledge management as a system to facilitate learning, innovation and sharing to achieve organizational objectives. It then discusses how tacit knowledge, which is highly personal and difficult to express, is captured through experts explaining their thought processes and experiences. The document outlines various challenges in transferring tacit knowledge, such as articulation challenges given its subjective nature, and cultural challenges from lack of trust and intolerance. It proposes modes of transferring tacit knowledge including socialization, externalization, combination and internalization. Specific knowledge management practices like communities of practice and training are suggested.

1. Presented By
M.TULASINADH
K.B.N PG COLLEGE

2. 1. Information is not knowledge…..
2. The only source of knowledge is experience….

3.  Knowledge is like light.
Weightless and intangible,
it can easily travel the
world, enlightening the lives
of people everywhere. Yet
billions of people still live in
poverty unnecessarily.
 Knowledge Management
is a system to facilitate
learning, innovation and
sharing to achieve the
strategic objectives of an
organization.

4.  A process by which the
expert’s thoughts and
experiences are captured
 A knowledge developer
collaborates with an expert
to convert expertise into a
coded program
 In simple terms, we want to
“know” how experts know
what they know
.

5.  Focus on how experts
approach a problem
 Look beyond the facts or
the heuristics
 Re-evaluate how well
the problem domain is
understood
 How accurate the
problem is modeled
4-5

6.  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.

7.  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

8. 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!”

9.  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

10.  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. MODES OF TRANSFERRING
– TACIT KNOWLEDGE
 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.

13. ORGANIZATION

14. TOYOTA PRODUCTION
SYSTEM
TRAINING EMPLOYEES
QUALITY CIRCLES
COUNTERMEASURES

15. Communities of Practice
 Creation of Shared workspace or environment
 Tacit Knowledge by creating a Cultural Environment
 Personnel Training
 Knowledge Sharing Activities
 Incentives to encourage knowledge sharing
 Time spent in working hours on knowledge sharing
activities should be regarded as legitimate
 The knowledge sharing depends upon social
interactions
 Tacit Knowledge Thru Strong facilitator
 Focus on Individual

16. .
“Thinking provides
knowledge, Knowledge
makes you great”
 Dr. APJ Abdul Kalam
 Honorable President of India
from annual address at Saurashtra University, Rajkot,
Gujarat

17. .
.