Decision Making in The New Reality: Complexity, Knowledge and Knowing by Alex Bennet & David Bennet

Author:Alex Bennet & David Bennet
Language: eng
Format: mobi
Publisher: MQI Press
Published: 2013-10-13T18:30:00+00:00

Section IV

Engaging Tacit Knowledge

(Chapters 12-15)

Knowledge and its management continue to increase in importance throughout society. As CUCA accelerates and extended and global relationships multiply, making good decisions and taking effective actions become crucial elements in the survival and sustained performance of our organizations. Whether in corporations, not-for-profits or government entities, functioning well and meeting the demands of an unpredictable and precarious world are the major challenges to leaders and managers. The way ahead is one of learning, adapting, taking risks, collaborating and creating organizations where employees are willing and competent to deal with complexity and uncertainty. That means they have the knowledge and freedom to take both action and responsibility. This environment demands deep knowledge, which comes primarily from tacit knowledge (Goldberg, 2005), that is, knowledge that cannot be fully shared through communication and is not part of one’s ordinary consciousness (Polanyi, 1958). How do we get the knowledge needed to deal with complex problems, dynamic systems or unpredictable events?

The deeper we go into the meaning and characteristics of the concept of tacit knowledge, the more complex it becomes. Nevertheless, as the importance of tacit knowledge grows in support of organizational performance, so must our depth of understanding and the articulation of that understanding. Taking a functional definition of knowledge as introduced in Chapter 3, that is, knowledge as the capacity (potential or actual) to take effective action, this section looks carefully at the four aspects of tacit knowledge: embodied, affective, intuitive and spiritual. Each of these has its own unique characteristics and plays a different role in learning and decision-making within individuals and organizations. As our understanding of these aspects grows, techniques for working with tacit knowledge emerge.

Section IV includes the following Chapters: Differentiating Tacit Knowledge (Chapter 12); The Aspects of Tacit Knowledge (Chapter 13); Building Extraordinary Consciousness (Chapter 14); and Decision-Making and Tacit Knowledge (Chapter 15).

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