Comment utilisez-vous le modèle de spirale de connaissances pour créer de nouvelles connaissances dans votre organisation?

Connecting tacit knowledge to explicit knowledge can also help to level the playing field within your organization - it ensures that an organization is taking time to validate knowledge that is gained through on the ground experience, while also helping to connect knowledge that may have many barriers to the people who can really make the most of it.

When you mentor a new team member, you share your experience (tacit knowledge). They document your tips (externalisation), study them (internalisation), and then share improved practices (combination).

Takeuchi & Nonaka who defined this SECI model, I remember learning it in my Masters. Also a must read is a book Wellspring of Knowledge by Dorothy Leonard if you are more interested in learning about KM.

Imagine the knowledge spiral model as a giant circle where everyone in a company is always learning and sharing what they know. It's like when you learn something new at work, then tell your team about it. They add their own ideas and experiences, which helps everyone learn even more. This continuous cycle of learning, sharing, and building on ideas is what keeps a company growing and coming up with new and better ways of doing things. It's like a never-ending journey of discovery and improvement for everyone involved!

As an example, use the Mentoring Magic. How? 1. Socialisation: Share wisdom over coffee chats. 2. Externalisation: Draw funny sketches of key ideas. 3. Combination: Mix insights from various projects. 4. Internalisation: Reflect during team-building retreats.

É através da Espiral do Conhecimento que as organizações conseguem converter o conhecimento tácito em conhecimento explícito. São quatro fases, socialização, externaização, combinação e internalização que combinadas criam um ambiente preparado para a o ciclo de gestão do conhecimento. É importante ressaltar que a gestão do conhecimento precisa fluir de forma orgânica e para isso é fundamental identidicar onde e como o conhecimento está disposto na instituição por meio de diagnósticos, pesquisas e estudos.

No, not again! As someone who has seen KM's highs and lows over the last 20 years, I urge you to stop 'using' SECI. Its linear framework drastically oversimplifies the dynamic nature of knowledge creation. Quite simply, it doesn't work! True innovation emerges from acknowledging the complex, often chaotic interplay of cultural nuances, individual behaviours, and external influences - elements that the SECI model, with its rigid progression, fails to accommodate. This blindsides organisations to the subtleties inherent in high-impact KM and severely limits KM's influence. Also, SECI's focus on transforming tacit into explicit knowledge creates significant distortion - tacit knowledge's context-bound essence cannot be codified.

Let me give you 2 example: Example 1: Socialisation Host "Coffee Chat Fridays" to let employees share ideas informally. It's fun and sparks creativity! Example 2: Externalisation Encourage employees to blog about their insights. Use an internal platform for sharing. Boosts visibility and collaboration!

One of the best tools you can invest in today is a Knowledge Graph. Knowledge Graphs support the capture of business concepts, semantics, their properties and classifications, and the interrelationships that may exist between them; including links to external resources and data. Imagine knowledge expressed as a web. The general accessibility of knowledge graphs make them an ideal medium for socializing knowledge in the language of business. Their enormous flexibility permits combination of pre-existing and newly-discovered knowledge; which can be retained and externalized within the graph. Knowledge graphs can be considered 'actionable' in that fresh insights and discovery can be internalized into new understanding and application.

The knowledge spiral model helps create new knowledge by continually transforming and expanding information through four stages: socialization, externalization, combination, and internalization. For example, start by sharing tacit knowledge (socialization) through team workshops. Then, convert this into explicit forms like documentation (externalization). Combine this new information with existing knowledge (combination), and finally, integrate it into daily practices (internalization). A unique approach is to use feedback loops at each stage, allowing continuous refinement and enhancement of knowledge, driving innovation and growth in your organization.

Steps to maximize Knowledge Creation and Sharing with the Knowledge Spiral Model: - Begin with a novel idea or discovery within your team or organization. - Share and discuss this idea openly during team meetings or brainstorming sessions. - Encourage contributions and insights from team members to refine and improve the idea. - Implement the refined idea or strategy in relevant processes or workflows. - Gather feedback and lessons learned from the implementation phase. - Share these insights back to the team, sparking further innovations and improvements. - Repeat this iterative process to continuously foster creativity, collaboration, and growth within your organization.

It is not an easy topic, so let me explain it with a metaphor: using the knowledge spiral model is like baking a cake. First, you gather ingredients (tacit knowledge) from team members through informal chats and brainstorming sessions. Then, you write down the recipe (externalisation), turning ideas into explicit knowledge. Next, you mix and combine these recipes with existing ones (combination) to create a comprehensive knowledge base. Finally, you bake the cake and taste it (internalisation), applying the new knowledge in projects and refining it based on feedback. This continuous process can help you create and refine valuable knowledge.

Continuously learning: I access and process vast amounts of information, expanding my knowledge base (externalization). Identifying patterns and connections: I analyze and synthesize information from diverse sources, generating new insights (combination). Communicating insights: I share my knowledge through text, code, and other formats, fostering knowledge sharing and potential further innovation (socialization).