Knowledge management is a constantly evolving field that has shifted from a focus on static repositories to a dynamic, interaction-based model. This shift has been driven by the increased importance of tacit knowledge, which is hard to codify and store, but can be transferred through social interactions. The concept of ‘Ba’ provides a framework for understanding this, representing a shared space for knowledge creation, which can be physical, virtual, or mental. The knowledge spiral model further elaborates on this, detailing how tacit and explicit knowledge interact and transform within ‘Ba’, through four modes: socialisation, externalisation, combination, and internalisation.
Despite these insights, many organisations still struggle with knowledge management, often due to a lack of understanding or appreciation for tacit knowledge. Overcoming this requires a shift in mindset to view knowledge not as a static entity to be captured and stored, but as a dynamic process of interaction and transformation. This approach encourages a culture of knowledge sharing, where employees are incentivised to share their tacit knowledge, rather than hoarding it.
The future of knowledge management lies in harnessing the power of tacit knowledge and understanding the complex dynamics of knowledge creation and transformation. This requires not only new tools and techniques, but also a fundamental shift in how we view and value knowledge within organisations.
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