1、OutlinesOutlines123 Knowledge by Half The One-Sided Knowledge Project Reaching for KnowledgeWhat is Tacit KnowledgeKnowledge by Half master/apprentice relationships thousands of years ago Without the tacit knowledge exchanged through apprenticeship,apprentices would never learn enough to become mast
2、ers themselvesSo True Knowledge Management isvcombined by a blend of learningboth the carefully wrought explicit texts the learned tacit experience of the most senior guild membersThe One-Sided Knowledge ProjectvWhy so many KM projects fail fail to look at the business purpose for implementing a KM
3、strategy ignore the cultural implications that accompany the creation of a knowledge sharing culture more subtle problems including fading corporate interest,organizational structures that hamper support,and morevThere is certainly no single reason One of the overlooked areas is the emphasis of expl
4、icit knowledge while ignoring the vast value of the tacit knowledgeThe One-Sided Knowledge ProjectTacit knowledgeexplicit knowledgeEffective KM“see tacit and explicit knowledge working in both directions,in continual flux and movement”leading to“knowledge conversion.”The One-Sided Knowledge ProjectS
5、tephen Dennings point：most of our real knowledge is tacit the communication between individuals is a fundamental KM principle “in the end it provides a vehicle for conveying unseen tacit knowledge.”Reaching for Knowledge checked a reference of some kindexplicit knowledgeask someone for helptacit kno
6、wledge need help?The simple truth is we reach for help both ways:diving through manuals and web sites,newspapers and books,and diving through the experience and knowledge of those around us.Reaching for Knowledge Explicit knowledge is easier to see；tacit knowledge isnt visible and is hard to get a h
7、andle on.With tacit knowledge,its hard to know when people are going to reach for it.Again,its much simpler with explicit knowledge.With tacit knowledge,the mapping isnt so“clean”.Tacit knowledgeexplicit knowledgetoo often companies ignore*We will see barriers to effective risk management in knowled
8、ge management in text(2)Reaching for KnowledgevWikstron and NormannvWith all the value inherent in tacit knowledge,it makes sense to plan a systematic and simultaneous approach to managing both.Knowledge workers need both.in Knowledge and Value,refer to such knowledge as“know-how”and argue that it i
9、s,“learnt by watching other people do.”text(2):Barriers to Effective Risk Manangement in Knowledge Management vCulture and trustvExpert versus non-expert perceptions of riskvThe language of riskvThe management of informationvRisk is in the eye of its beholders:the problems of tacit knowledgeCulture
10、and trustindividualorganizationriskEssentially,individuals perceive greater risk from a hazard than the organizations involved have communicated.From an economic perspective,it has been suggested that management have limited incentives to develop and disseminate information about risk.Moving to a mo
11、re organizational perspective,it may also be that managers have little motivation for offering employees more risk information,since promotion criteria are generally not linked to issues relating to health and safety performance.Expert versus non-expert perceptions of riskexpertnon-expertfail to mut
12、ually communicate their perceptions of riska particularly significant problem where the non-expert is a regulator who must offer advice to organizations in seeking to protect the best interests of the publicThe language of risk1.Experts will face considerable difficulties in communicating without re
13、course to jargon.2.Conflict continues and may escalate,rather than developing into what has been termed co-operative discourse3.People can use similar terms in different ways,and indeed different terms to mean the same things.The management of informationBounded rationalityClose off alternative inte
14、rpretation of riskLimited useThe problems of tacit knowledgev A risk is the odds that a hazard will have some impact-it is a virtual entity,and one that is dynamic and transient.v Creating a common perception is not at all desirable,since this would significantly reduce the groups capacity to effectively assess hazards through bringing together diverse opinionsv If gathering and disseminating explicit or public knowledge is difficult enough,consider the difficulties of communicating any piece of information to a group of individuals.
