Tacit and explicit knowledge

Tacit knowledge is knowledge that is often unspoken, personal and hard to document. It is based on individual experiences, and is communicated through conversation, gestures and demonstration. On the other hand, explicit knowledge is knowledge that can be articulated, communicated, stored and codified. It is often expressed in formal documents such as process manuals, written instructions and rules. In project management, tacit knowledge includes the know-how and personal skills of the project team and stakeholders, while explicit knowledge includes the official project management documents, such as the project plan, project scope and risk register. Both forms of knowledge are essential for successful project delivery.

Best practices of tacit and explicit knowledge

1. Tacit knowledge:

- Encouraging team members to share their experiences and insights, such as lessons learned from past projects. - Creating a culture of open communication and asking questions, allowing everyone to be more involved in the project. - Recognizing and celebrating team members’ successes and achievements to motivate them. - Establishing a feedback loop between project team members and stakeholders to ensure that knowledge is shared and used.

1. Explicit knowledge:

- Documenting project processes and procedures in an easily accessible format. - Establishing a project knowledge repository with the most up-to-date standards, guidelines and best practices. - Ensuring that all project documents are clearly written and understandable. - Developing and maintaining proper project documentation to ensure that project history and decisions are recorded and available. - Conducting regular reviews and updates of project documents to ensure accuracy and relevancy.

When to use tacit and explicit knowledge

Tacit and explicit knowledge are both valuable resources in project management. Tacit knowledge is often used to understand the context of a project, while explicit knowledge is used to structure and formalize it. Here are some examples of when to use tacit and explicit knowledge in project management:

• Tacit knowledge is used to understand the culture, values and assumptions of a project’s stakeholders, while explicit knowledge is used to document the project’s goals, objectives and deliverables.
• Tacit knowledge is used to identify potential risks and opportunities in project execution, while explicit knowledge is used to document and track identified risks and opportunities.
• Tacit knowledge is used to understand the relationships among stakeholders in a project, while explicit knowledge is used to document the roles, responsibilities and authority of each stakeholder.
• Tacit knowledge is used to provide guidance on how to solve complex problems, while explicit knowledge is used to document the solutions and the processes for implementation.

Types of tacit and explicit knowledge

Tacit knowledge and explicit knowledge are two forms of knowledge that are essential for successful project delivery. Tacit knowledge is based on individual experiences, and is communicated through conversation, gestures and demonstration. Explicit knowledge, on the other hand, can be articulated, communicated, stored and codified. Examples of tacit knowledge include the know-how and personal skills of the project team and stakeholders, while explicit knowledge includes the official project management documents, such as the project plan, project scope and risk register.

Types of tacit knowledge include:

• Personal experience: This includes the individual experiences of the project team and stakeholders, such as their previous project successes and failures.
• Expertise: This includes the technical and managerial skills that the project team and stakeholders bring to the project.
• Intuition: This includes the ability to make decisions quickly and accurately based on personal experience.

Types of explicit knowledge include:

• Process manuals: These documents describe the processes and procedures that must be followed in order to complete the project.
• Written instructions: These documents provide specific instructions on how to complete the project tasks.
• Rules: These documents provide guidelines and constraints that must be followed in order to complete the project.
• Project plans: These documents provide detailed information on the scope, timeline and budget of the project.
• Risk registers: These documents identify and assess risks that could impact the project and provide strategies for mitigating these risks.

Advantages of tacit and explicit knowledge

Tacit and explicit knowledge both provide valuable contributions to successful project management. The advantages of tacit knowledge include:

• Its focus on individual experiences, which can help to inform decisions, provide creative solutions and build team confidence.
• Its ability to be quickly adapted to changing situations, as it is based on real-time experiences and knowledge.
• Its potential to be more reliable than explicit knowledge, as it is based on personal and collective experience.

The advantages of explicit knowledge include:

• Its ability to be stored and shared across teams and organisations, which can lead to better collaboration and understanding.
• Its ability to be codified and documented, which can provide an accurate record of the project progress.
• Its potential to be more accurate than tacit knowledge as it is based on proven systems and processes.

Limitations of tacit and explicit knowledge

Tacit and explicit knowledge are both essential for successful project delivery, but both have their own limitations. The following are the main limitations of tacit and explicit knowledge:

• Tacit knowledge is hard to document and transfer, and is often limited to the individual who possesses it. It can also be difficult to acquire, as it is based on individual experiences and not easily shared.
• Explicit knowledge can be difficult to keep up to date as it is often stored in documents or written instructions. It can also be difficult to interpret, as it relies on language and conventions that may not be clear to all stakeholders.
• Both types of knowledge can be prone to bias, as they are often based on individual perspectives.
• Tacit knowledge can be limited by cultural and social factors, as different people may have different experiences and interpretations of the same information.
• Explicit knowledge can be difficult to maintain, as it requires regular updates and maintenance.

Other approaches related to tacit and explicit knowledge

Introducing other approaches related to tacit and explicit knowledge, there are several other approaches that can be used to leverage the benefits of both. These include:

• Knowledge Management: This is an approach that seeks to identify, capture, store, and share knowledge within an organization. It includes techniques such as creating knowledge repositories, sharing best practices, and encouraging collaboration and dialogue to create a culture of knowledge sharing.
• Knowledge Transfer: This approach involves the transfer of knowledge between individuals, teams, and organizations. It includes techniques such as mentoring, coaching, and job shadowing, which can help to bridge the gap between tacit and explicit knowledge.
• Social Learning: This is an approach that involves learning from others, such as colleagues and peers, by observing and participating in conversations, activities, and interactions. It is a powerful way to tap into both tacit and explicit knowledge.

In summary, there are various approaches that can be used to leverage the benefits of both tacit and explicit knowledge. These include knowledge management, knowledge transfer, and social learning. These approaches can help to create a culture of knowledge sharing and collaboration, thereby aiding project success.

Tacit and explicit knowledge — recommended articles

Process of learning — Knowledge and understanding — Value of knowledge — Member of the team — Explicit and implicit knowledge — Managerial skill — Communication and collaboration — Skills development — Development of relationship

References

• Smith, E. A. (2001). The role of tacit and explicit knowledge in the workplace. Journal of knowledge Management.
• Herschel, R. T., Nemati, H., & Steiger, D. (2001). Tacit to explicit knowledge conversion: knowledge exchange protocols. Journal of knowledge management.
• Chilton, M. A., & Bloodgood, J. M. (2008). The dimensions of tacit & explicit knowledge: A description and measure. International Journal of Knowledge Management (IJKM), 4(2), 75-91.