Transmission Models For Tacit Knowledge
A chief practice of technological development is the codification of tacit knowledge into explicit programmed operations so that processes previously requiring skilled employees can be automated for greater efficiency and consistency at lower cost. Such codification involves mechanically replicating the performance of persons who possess relevant tacit knowledge; in doing so, however, the ability of the skilled practitioner to innovate and adapt to unforeseen circumstances based on the tacit "feel" of the situation is often lost. The technical remedy is to attempt to substitute brute-force methods capitalizing on the computing power of a system, such as those that enable a supercomputer programmed to "play" chess against a grandmaster whose tacit knowledge of the game is broad and deep.
The conflicts demonstrated in the previous two paragraphs are reflected in Ikujiro Nonaka's model of organizational knowledge creation, in which he proposes that tacit knowledge can be converted to explicit knowledge. In that model tacit knowledge is presented variously as uncodifiable ("tacit aspects of knowledge are those that cannot be codified") and codifiable ("transforming tacit knowledge into explicit knowledge is known as codification"). This ambiguity is common in the knowledge management literature.
Nonaka's view may be contrasted with Polanyi's original view of 'tacit knowing', Polanyi believed that while such declarative knowledge may be needed for the acquisition of skills, the argument goes, it no longer becomes necessary for the practice of those skills once the novice becomes an expert in exercising them, and indeed it does seem to be the case that, as Polanyi argued, when we acquire a skill, we acquire a corresponding understanding that defies articulation
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