knowledge management 
Discovering what we know


Discovering what we know: tacit knowledge

.   It comes as a surprise to people, accustomed to a commonsense, down-to-earth, let's-face-the-obvious-facts view of the world, that we are only aware of a fraction of what we know. It is a shock to discover that most of our knowledge remains hidden from us as tacit knowledge, and only emerges to our consciousness when we are confronted with a question that we have to answer or a problem that we have to solve.
   The phenomenon is however obvious to anyone who has ever sat down and tried to write down what he or she knows about a subject. It also explains why efforts to build websites without user inputs in the hope that "if we build it, users will come" almost inevitably come to grief. 
    Such phenomena force consideration of the view that truth is not a natural property of the world "out there", but that our mind discovers the truth while interacting with the world. Truth is inseparable from the fact of having to say it. Truth does not precede reflection but is a result of of it. Truth is a quality of the act of speaking or writing.
    In whatever part of our lived experience that has not yet been spoken, there is a raw meaning, that is summoned from the depths of language. What has to be said may appear initially as no more than an uneasiness with the world as it is perceived. The expression of words frees the meaning that is captive to the feeling of uneasiness. The truth so expressed is thus not a truth that exists ready-made and to which reflection only has to conform, as one might expect from the perfectly intelligible world of formal science, but one that is created through the expression of words.
    It is the act of speech that completes the potential inspiration and insight when confronted with a problem or question of the external world. The meaning of the world and our existence and our knowledge of it, are not given in advance, as if the task of learning was merely to discover this given. Rather the meaning of the external world presents itself as a task to be accomplished, a challenge to create something meaningful from it. The world presents itself as a raw indication that has to be finished by interpretation to make it meaningful. The interpretation must be appropriate to the inputs, but it consists also of contributions from the interpreter.
   While the words so expressed in the attempt to create meaning, might in principle be either abstract or narrative, it is fact principally through storytelling, or the oral performance of narrative, that we typically discover what we know. While abstract expressions mimic what we have been told, stories reflect what we ourselves know. It is through stories that we create our own understanding of the world. By telling stories, we put together the perceived facts of the external world in a combination of time and space and human intention, that constitutes our interpretation of the world. In the process of recounting the narrative, we discover what it is that we know.

References:
    Maurice Merleau-Ponty, Phenomenonolgy of Perception, New York, Humanities Press, 1945. Translated by Colin Smith.
   Carla S. O'Dell, and C. Jackson Grayson with Nilly Essaides. If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice. New York: Free Press, 1998.
   Donald.E. Polkinghorne,  Narrative Knowing and the Human Sciences. Albany N.Y.: State University of New York Press, 1988.
   Stephen Denning, The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations, Butterworth Heinemann, Boston, London: 2000.

 

Learn more about
  Squirrel Inc: A Fable of Leadership Through Storytelling
          a new book by Steve Denning (Jossey-Bass, June 2004)

  Storytelling in Organizations
          a new book by Steve Denning with John Seely Brown, Larry Prusak & Katalina Groh
          (Elsevier, June 2004)

   The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations 
          The acclaimed book by Steve Denning (Butterworth Heinemann, 2000)

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Steve Denning consults and gives workshops and keynote presentations on topics that include: leadership, innovation, organizational storytelling, business storytelling, springboard storytelling, knowledge management, branding, marketing, values, communication, communities of practice, business performance, collective intelligence, tacit knowledge, business collaboration, knowledge, learning, community, performance improvement, visionary leadership, social potential, institutional community building, and internal communications. You can contact Steve at steve@stevedenning.com

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