Learning, acquisition and transmission of knowledge are key factors in determining a company’s performance. In industry, knowledge is of two types: explicit knowledge, which can be formalized and codified, and tacit knowledge, which is less tangible and much more complicated to transmit. The objective of any organization is therefore to ensure that both are captured and capitalized with maximum efficiency and minimum loss of know-how.

Explicit knowledge, tangible and easily transferable resources

The acquisition and transfer of explicit knowledge is a relatively simple process, or rather one that can be achieved, because it is clearly formulated and articulated within the functioning of the industry.

These include, for example, procedures, algorithms, analysis and synthesis documents, plans, etc. It is data that can be stored in media, manipulated, updated and communicated to employees who need it. These media are increasingly digitized and therefore more practical at several levels: error reduction, accessibility, security…

In this field, knowledge management takes various forms, such as the REX method (feedback), the MASK (Method for Analysing and Structuring Knowledge), or the KADS (Knowledge Acquisition and Documentation Structuring) for problem solving.

Tacit knowledge: its acquisition and transfer is much more complicated

Tacit knowledge, on the other hand, does not have the same tangible character as explicit knowledge. They correspond to implicit, inarticulated knowledge, often resulting from the experience and practice of the employee. It can be assimilated to the intellectual capital of the company or to the behavioral knowledge developing within it.

Know-how is not something that can be written down on paper or recorded in a digital format. This is acquired by practicing, facing problems in a project, dysfunctions on a workstation. It means developing tricks, becoming faster and more efficient in performing a task in ways that may be difficult or even impossible to verbalize.

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Neslon and Winter, in their 1982 book “An Evolutionary Theory of Economic Change”, speak of “tacit knowledge” and define it as being “capable of doing something and at the same time, being unable to explain how you did it, is more than a logical possibility, it is a common situation.

However, the company cannot afford to lose this know-how with the departure of employees who hold it for different reasons (retirement…). Ensuring their transmission is one of the major challenges facing the industry and has become more crucial in a highly competitive environment.

This is why it seems essential to connect experienced staff with those with less experience so that the former can pass on their know-how to the latter. Vicarious learning (learning by watching, analysing and listening to those with know-how) certainly remains one of the pillars of knowledge transmission in the company.

With Picomto, you capture and disseminate operational know-how in your industry. It is the solution for creating, managing, sharing, consulting and analyzing visual work instructions.

Contact us to find out how we can support you in the process of transferring know-how in your company.