Can organisation-wide social networks capture tacit knowledge?

Most of what we do at work requires knowledge that can’t be captured into a 10 bullet checklist with clear do’s and don’ts. Often what we do is complex, it is adapted to today’s or the client’s circumstances, and it requires decision-making based on emergent practices rather than established ones.

More than ever before, the success of our organisations is based on tacit knowledge (that part of knowledge that is widely embodied in individuals but not able to be readily expressed). The big challenge in any modern learning organisation is the sharing of this tacit knowledge. Tacit knowledge is not something that can be ‘captured’ and re-distributed.

Contrary to what is often believed, tacit knowledge isn’t easily shared through conversations either (verbal or written) because conversations usually don’t go deep enough. Yet, organisations’ social networks are based on the presumption that conversations is all we need.

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