2010.08.10 tacit knowledge emergence - jaif

12010.08.10 Tacit Knowledge Emergence


Tacit Knowledge EmergenceWNU SI 2010

Dr. Bill Garland [email protected]

Acad Consultant, UNENE www.unene.ca

Acad. Dir. of CANTEACH http://canteach.candu.org

Prof. of Nuc. Eng., retired www.nuceng.ca

Sysop, Nuclear Canada portal www.nuclearcanada.ca

mailto:[email protected]

http://www.unene.ca/

http://canteach.candu.org/

http://www.nuceng.ca/

http://www.nuclearcanada.ca/


Definition

Tacit Knowledge is “knowledge that we

have without knowing we know it and

that once we know we know it, it

becomes harder to know how we know

what we know”.

We learn by doing. Knowledge is not a

thing; it is a process.


Tacit Knowledge Transfer Failures

Review in Norway [Nilsen 2005] reveals:

Most efforts at Tacit Knowledge transfer failed.

Main conclusion: No consensus on how to do it,

what the consequences [of the demographics]

might be and what should be done about it.

Knowledge assets are not taken into account in

financial book keeping [hence not properly

valued].

Question: Why did the transfers fail?


Pop Quiz

Think of the things that went very wrong in

your organization in the past.

[insert your examples here]

Main cause?

• Lack of explicit scientific and engineering knowledge?

Lack of research?

• Or improperly implemented knowledge?

It seems that the problem is not so much our

limited knowledge as it is the failure to adopt

a mindset that works with and within the limits

of our knowledge.


The Carpenter’s Rule

Tacit knowledge is not so much

„transferred‟ as it „emerges‟.

Mastery cannot be cloned.


What is that Mastery mindset?

Be in the now

Focus on the job at hand

• Need to remove distractions

Proceed at the optimal pace

Strive for quality

• Master the task at hand

So this is what you do: proceed with a sense

of quality. Care.

More than anything else, it is a state of mind.

ability

com

ple

xity


When are people motivated?


Some questions for you

How does this relate to your workplace?Why did you choose your employer?

Goal mode vs Mastery mode

Who are the stewards of the discipline?

What are we as individuals trying to do?Be the best artists?

Or are we trying to further the art?

What mindset will enable Tacit Knowledge to emerge?

I think it is the Mastery mindset.

Proceed with a sense of quality.

How do you want to spend your career?


Takeaways

Life Is complex. Our ability to predict is

quite limited. Knowledge is a process.

Thus need agile minds.

Tacit knowledge (the agile mind)

emerges.

For this to happen, need Mastery

mindset Proceed with a sense of

quality.


Further reading…

Smith, M. K. (2003) 'Michael Polanyi and tacit knowledge', the encyclopedia of informal education,www.infed.org/thinkers/polanyi.htm.

"Knowledge Management in Nordic NPPs: Summary report of the findings from the workshop", by Svein Nilsen, Institute for Energy Technology, Halden, Norway, Nordic nuclear safety research, NKS-102, ISBN 87-7893-161-4, April 2005. http://www.nks.org/nordisk/R-delen/resultater.htm

“Flow: The Psychology of Optimal Experience” by Mihaly Csikszentmihalyi found athttp://www.siliconyogi.com/andreas/it_professional/sol/ complexsystems/FlowThePsychologyofOptimalExperience.html

“Mastery: the Keys to Success and Long-term Fulfillment” by George Leonard found at http://www.vnoel.com/content/view/137/54/

http://www.infed.org/thinkers/polanyi.htm

http://www.vnoel.com/content/view/137/54/


Proposals on Best Practices

Cooperation between academia and training institutions BTech (McMaster/Mohawk)

Industry involvementUNENE is working but need to add reciprocal leaves, tacit knowledge transfer activities, shared training (what can we do to encourage this?). More adjunct professors.

Governmental programmesResearch based only. Need similar system for teaching.

University networkingResearch based only. Need similar system for teaching.

Curricula developmentNeed to add systems engineering, consider pedagogical issues, use mentoring and apprenticeships, use Mastery rather than passing grades.

Human resource needs and forecastsSupply side done, slow progress on demand side.

Student interest Need to promote via summer jobs, consistent industry presence on campus, scholarships and exchanges.

Others CANTEACH information repository. The process of building is as important as the end product.


Conclusion

Have demographic, institutional and geographic gaps

The gaps can be bridged by activities like the few

mentioned above

(CANTEACH / UNENE / NUCENG / COG / CNS /

IAEA / other networks/ ...

Not sufficient to just put systems in place

Focus on engagement and empowerment of

individuals

Should be Mastery based.

2010.08.10 tacit knowledge emergence - jaif

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