Tacit knowledge – the deep, experience, based expertise that resides in people’s minds, is a powerful yet elusive asset for organizations. As explored in our previous post, this type of knowledge represents a significant competitive advantage, but capturing it is notoriously difficult. While technology plays a crucial role in surfacing and structuring knowledge, the real challenge lies in human behavior... getting people to share what they know.
What is it that makes capturing tacit knowledge so difficult? How can organizations create an environment where employees are willing and able to share their expertise? Let’s take a deeper look.
Why is capturing tacit knowledge so hard?
Unlike explicit knowledge, which is documented in databases, reports, or guidelines, tacit knowledge is often unconscious, highly contextual, and deeply personal. These characteristics create barriers to its capture, including the following:
These factors make it clear that simply providing tools to capture knowledge is not enough. Organizations need to address the human and cultural challenges that hinder effective knowledge transfer.
Several behavioral factors contribute to the challenge of capturing tacit knowledge:
To overcome these challenges, organizations must build a culture that rewards knowledge sharing. This requires a shift in mindset, one where employees view knowledge sharing as a way to strengthen their teams rather than threaten their positions. Leadership plays a crucial role in setting the tone, ensuring that sharing knowledge is seen as a contribution to collective success rather than a personal risk.
Some ways to foster this cultural shift include:
To overcome barriers to knowledge capture, organizations need to adopt strategies that make knowledge sharing natural, rewarding, and embedded in existing daily workflows. The following sections present some best practices.
Pairing experienced employees with newer team members allows knowledge to transfer in a natural, interactive way. Structured mentoring programs encourage seasoned professionals to pass on their expertise while building strong professional relationships. This reduces the unconscious nature of tacit knowledge by encouraging active reflection on experiences.
These groups bring together employees with shared interests or expertise to discuss best practices, challenges, and insights. CoPs create an environment where tacit knowledge is exchanged organically through discussions and collaborative problem solving. Encouraging employees to document key takeaways from these discussions can help transition tacit insights into accessible knowledge.
Humans learn best through stories. Encouraging employees to share real-world experiences, lessons learned, and case studies makes tacit knowledge more accessible and memorable. Informal ‘lunch and learn’ sessions or recorded storytelling initiatives can be effective, capturing contextual knowledge that might otherwise be lost in formal documentation.
When employees leave an organization, they often take invaluable knowledge and insights with them, potentially leaving gaps that can hinder continuity and performance. To mitigate this risk, organizations must establish robust processes for capturing and transferring critical knowledge during transitions.
By implementing these strategies, organizations can effectively capture and preserve the valuable knowledge that employees take with them, ultimately enhancing knowledge continuity and fostering a culture of shared learning.
Allowing employees to observe and learn from experts ‘in action’ helps transfer the subtleties of tacit knowledge that might otherwise go unspoken. Shadowing is particularly valuable in high, expertise roles such as legal, engineering, or customer service, ensuring that valuable hands-on experience is transferred rather than lost.
Making knowledge, sharing fun and rewarding increases participation. Leaderboards, recognition programs, and incentives, such as professional development credits or bonuses, can encourage employees to contribute their expertise more readily. Some organizations integrate knowledge, sharing into performance reviews to reinforce its importance.
While human behavior is the primary challenge in capturing tacit knowledge, technology can play a crucial enabling role in making the process easier, more seamless, and more structured. In the next post, we’ll explore tools that help capture, categorize, and surface tacit knowledge, ensuring that organizations don’t just collect knowledge, but make it accessible and actionable when needed most.
By blending human centered strategies with the right technology, organizations can create a knowledge sharing culture that benefits both individuals and the broader business. The key is recognizing that knowledge sharing isn’t just about technology, it’s about people, culture, and making it easy for employees to contribute their expertise.
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