Post 3 of 3:What can leaders do to embrace tacit knowledge more

My original name of this post was “What can leaders do to embrace tacit knowledge more to enable innovative organisational cultures?”, but this is too long! This is the third post in the series. It is about some of the “how” questions that leaders should consider if they want to create more innovative organisational cultures.… Continue reading Post 3 of 3:What can leaders do to embrace tacit knowledge more

Post 2 of 3:Why explicit knowledge dominates organisational cultures

In the previous post, I argued that tacit knowledge gets absorbed into the environment of the organisation (and society), but only if the right conditions prevail. It is futile to ask people to record their experiences or report on lessons learnt. Tacit knowledge is highly contextual, and it is nearly impossible to describe all the… Continue reading Post 2 of 3:Why explicit knowledge dominates organisational cultures

Post 1 of 3: Organisational knowledge and innovation: the difference between tacit and explicit knowledge

Knowledge in organisations can either be explicit or tacit, or a mixture of the two. Let us first try and sort out the difference between explicit knowledge and tacit knowledge. Explicit knowledge is easier to identify and is typically captured in processes, systems, routines, documents, guidelines and so on. Some explicit knowledge from outside the… Continue reading Post 1 of 3: Organisational knowledge and innovation: the difference between tacit and explicit knowledge

New series: Organisational knowledge and innovation

In the next few posts I will elaborate on the role of knowledge in enabling learning organisations. In a previous post (here), I have concentrated mainly on how knowledge for innovation is generated in organisations. The response from readers was very positive, and as I worked with management teams to strengthen their innovative culture I… Continue reading New series: Organisational knowledge and innovation

%d bloggers like this: