Do you know where your tacit knowledge is?

The first step in implementing any organizational knowledge transfer strategy begins with an analysis of where the organization’s tacit knowledge resides. Organizational leaders must find which employees hold within their heads the type of knowledge that cannot be written down. Where is the knowledge that gives the organization its competitive edge?

The paradox of tacit knowledge is that it cannot be easily copied by a competitor but neither can it be easily transferred to another employee. Any organization that has single points of knowledge (knowledge that resides with only one employee) is in serious trouble should that employee decide to leave.

There are several methods that can be used to help determine where the tacit organizational knowledge resides.

1. Knowledge mapping – identifies the location and flow of knowledge within the organization

2. Knowledge audits – a knowledge audit is an audit of an organization’s intellectual capital. The knowledge audit differs from knowledge mapping in that its purpose is to find the knowledge within the organization and put a value on it.

3. Social Network Analysis – maps and measures the relationships and flows of knowledge between people. People and groups are nodes in the network and the links show the flow between the nodes.

Regardless of which method is used, is it critical for all organizations to have an understanding of where their tacit knowledge resides and to appreciate how vulnerable they would be should that knowledge leave the organization.