From tacit knowing to tacit knowledge - emancipation or ideology?

2002 ◽  
Vol 44 (3) ◽  
pp. 50-54 ◽  
Author(s):  
Anders Bordum
Keyword(s):  
Tacit Knowledge ◽  
Tacit Knowing

Tacit Knowledge in Management

2015 ◽  
Vol 8 (2) ◽  
Author(s):  
Sumat Jain ◽  
Jayant Dubey
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Management Education ◽  
Mental States ◽  
Michael Polanyi ◽  
Tacit Knowing ◽  
Skilled Performance ◽  
New Knowledge ◽  
Different Types ◽  
Tacit Knowledge Management

The concept of tacit knowing comes from scientist and philosopher Michael Polanyi. It is important to understand that he wrote about a process (hence tacit knowing) and not a form of knowledge. However, his phrase has been taken up to name a form of knowledge that is apparently wholly or partly inexplicable. Tacit knowledge cannot be “captured”, “translated”, or “converted” but only displayed and manifested, in what we do. New knowledge comes about not when the tacit becomes explicit, but when our skilled performance is punctuated in new ways through social interaction. tacit knowledge - Knowledge that enters into the production of behaviours and/or the constitution of mental states but is not ordinarily accessible to consciousness. See also cognize, knowledge, implicit memory, Background, rules. This paper presents the overview of the term Tacit Management, in which we are going to present the different types of tacit knowledge, definitions, and properties of it. How is it useful in applicability of management education? The benefits from it, failure due to lack of tacit knowledge, the paradox of it and at last the conclusion related to the terminology Tacit Knowledge Management (TKM).

scholarly journals Paramedic Practice – Knowledge Invested in Action

2003 ◽  
Vol 1 (3) ◽  
Author(s):  
Andrea Wyatt
Keyword(s):  
Tacit Knowledge ◽  
Training Programs ◽  
Clinical Judgments ◽  
Tacit Knowing ◽  
Knowing That ◽  
New Knowledge ◽  
Practice Knowledge ◽  
The Relationship ◽  
And Training

The ability of expert practitioners to make sound judgments when faced with non-routine situations calls on a form of tacit knowing that has been loosely branded as ‘intuition’, a ‘sixth sense’, or ‘gut feeling’. The development of tacit knowledge is associated with nonformal learning that occurs in the context of the workplace; however, the elusive nature of this phenomenon has served to hamper research efforts. The focus has therefore shifted away from tacit knowledge toward the more observable concept of ‘judgment’. Paramedics are called to make clinical judgments as part of their everyday practice, often unaware of the basis behind these judgments. This case study examines the source of knowledge drawn on by experienced paramedics when making judgments, especially when faced with situations they have not previously encountered, and proposes how new knowledge and meaning is constructed through such involvements. A better understanding of the relationship between knowing and judgment, and how they are developed, will have future implications for the provision of ongoing education and training programs for paramedics.

Hayek on tacit knowledge

2010 ◽  
Vol 6 (2) ◽  
pp. 145-165 ◽  
Author(s):  
FUAT OĞUZ
Keyword(s):  
Tacit Knowledge ◽  
Tacit Knowing ◽  
Knowing How

Abstract:This paper discusses the place of ‘tacit knowledge’ in Hayek's writings. How did Hayek understand tacit knowledge? How did his understanding change through time? I address these questions and follow the change in Hayek's works from skills and techniques of thought in the 1930s to the use of ‘tacit knowledge’ in the1960s. Hayek uses Polanyi's concept in many writings, but remains short of approving its implications. The paper emphasizes that while Hayek was quite aware of the differences between tacit knowing and knowing-how, he was not keen to stress the divergence. In the end, I offer some potential explanations for this preference.

Knowledge, tacit

2018 ◽  
Author(s):  
C.F. Delaney
Keyword(s):  
Philosophy Of Science ◽  
Tacit Knowledge ◽  
Implicit Knowledge ◽  
Theory Of Knowledge ◽  
Thomas Kuhn ◽  
Michael Polanyi ◽  
Adequate Account ◽  
Tacit Knowing ◽  
Theoretical Linguistics

Tacit knowledge is a form of implicit knowledge we rely on for both learning and acting. The term derives from the work of Michael Polanyi (1891–1976) whose critique of positivistic philosophy of science grew into a fully developed theory of knowledge. Polanyi believed that the ‘scientific’ account of knowledge as a fully explicit formalizable body of statements did not allow for an adequate account of discovery and growth. In his account of tacit knowledge, knowledge has an ineliminable subjective dimension: we know much more than we can tell. This notion of tacit knowing in science has been developed by Thomas Kuhn, has figured prominently in theoretical linguistics and has also been studied in psychology.

Inquiring Organizations and the Wisdom of Tacit Knowledge for a Heideggerian Inquiring System

2011 ◽  
pp. 195-210
Author(s):  
John D. Haynes
Keyword(s):  
Organizational Culture ◽  
Tacit Knowledge ◽  
Learning Organization ◽  
Real World ◽  
Sustainable Growth ◽  
Competitive Strategies ◽  
Tacit Knowing ◽  
Methods Of Analysis ◽  
Inquiring Systems ◽  
Future Direction

C. West Churchman’s five inquiring systems are considered in the light of Polanyi’s distinction between tacit knowing and practical thinking. It is suggested that the five inquiring systems, as distinct and crucial elements of the learning organization, can be divided into two perspectives: the modes of tacit knowing and the levels of practical thinking. While practical thinking is of great importance to the day-to-day management and the analysis of past events of an organization, tacit knowing critically contributes to the sustainable growth and future direction of an organization through its connection with (1) intuition, (2) holism, and (3) ethics. As an example of tacit knowing, particularly in terms of ethics and intuition, a sixth inquiring system is proposed, namely, a Heideggerian inquiring system (HIS). What characterizes a HIS is, together with traditional methods of analysis of what is known, an organizational culture directed to the aim of discovering what is unknown in terms of products, markets, and competitive strategies and, most particularly, the capacities of organizational members. An existing real-world organizational example of an HIS is provided, examined, and discussed.

scholarly journals Ways of Tacit Knowing

2021 ◽  
Vol 14 (2) ◽  
Author(s):  
Joakim Seiler ◽  
Lars Eriksson ◽  
Tina Westerlund ◽  
Gunnar Almevik
Keyword(s):  
Tacit Knowledge ◽  
Tacit Knowing ◽  
Craft Knowledge ◽  
Figure Of Speech ◽  
Auto Ethnography ◽  
Dining Room ◽  
Knowledge Content ◽  
Complex Knowledge

A common way to describe craft knowledge is through the figure of speech it's in your hands. With this description, there is no attempt made to explain the complex knowledge which is present in craft. One reason why these explanations are rarely articulated is that they consist of sensory judgments. With this film, Ways of Tacit Knowing, we argue that, with the help of film media, it is possible to decode and articulate some of the knowledge content embodied in craft that is often described as tacit knowledge. We, the producers of this film, are experienced craftspeople, which makes us at once both subjects and objects of the research—a methodology akin to auto-ethnography. In the film, we present examples of situations from practice in our different craft fields: the practice in cultivation and management in gardening and the practice of culinary crafts situated in the kitchen and in the dining room. This film presents a dialogue of knowledge in action with craftspeople who discuss their sensory-based judgments in crafts

Managerial Tacit Knowledge

1991 ◽  
Author(s):  
Richard K. Wagner
Keyword(s):  
Tacit Knowledge

Tacit Knowledge Management at the Kenya Institute for Public Policy Research and Analysis

Mousaion ◽  
2019 ◽  
Vol 36 (1) ◽  
Author(s):  
Omwoyo Bosire Onyancha ◽  
Gladys Njeri Mungai ◽  
Henry Nyabuto Kemoni
Keyword(s):  
Public Policy ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Policy Research ◽  
Primary Data ◽  
Intangible Asset ◽  
Research Approach ◽  
Public Policy Research ◽  
Observation Methods ◽  
Tacit Knowledge Sharing

Tacit knowledge is seen as difficult to be shared in an organisation owing to its intuitive, versatile and practice-based nature. Consequently, tacit knowledge is not well-understood or valued in most organisations and more so in public institutions. The purpose of the study was to investigate how the Kenya Institute for Public Policy Research and Analysis (KIPPRA) manages tacit knowledge as an intangible asset and also to recommend a framework or model for the management of tacit knowledge for a competitive advantage and development at the KIPPRA. The study adopted a qualitative research approach, with interviews and observation methods constituting the primary data collection methods. The study targeted 60 employees of KIPPRA consisting of researchers, young professionals, heads of divisions, a knowledge manager and administrative staff. The qualitative data collected were organised, categorised and reported verbatim. Among the key findings were that KIPPRA has the capacity for tacit knowledge sharing, capture, transfer and storage that have not been capitalised on. Further, employees experience challenges such as the identification and understanding of tacit knowledge, access to tacit knowledge sharing platforms, access to expertise with specific tacit knowledge, tacit knowledge hoarding, individualism, and ICT-related challenges in accessing tacit knowledge. Finally, the study recommends the adoption of a proposed framework for managing tacit knowledge at the KIPPRA.

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