Everyone in an organization, from cleaner to CEO, has expert
knowledge. Yet only a fraction of it can be codified and expressed
explicitly as facts and rules. A little more is visible implicitly
as accepted procedures, but even this is only the beginning.
Submerged beneath the explicit and implicit levels is a vast
iceberg of tacit knowledge that cannot be reliably accessed by
traditional analytical approaches. And yet, without it,
organizational learning means little.
Interweaving theory with practical guidance, this book looks at
the importance of tacit knowledge and shows how it is now being put
in motion through groundbreaking analogical thinking methods. Chief
among these is the Dialogue Seminar, developed by the editors, in
which learning is seen as arising from encounters with
differences.
There can be no consensus on the value of corporate knowledge
until what is meant by that knowledge is discussed and defined.
Based on two decades of research and a host of practical cases,
this book offers a way forward.
"Goranzon argues that the question of whether machines can think
is not the right question to ask. The more important question, he
believes, is the impact of automation on work and human skills, and
he is looking for a way of describing skills that allows us to
discuss this question."
--Janet Vaux, "New Scientist"
"A Swedish initiave to rethink the relationship between learning
and work."
--Rolf Hughes, "The Times Higher Education"
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