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Another example of tacit knowledge is the notion of language itself: it is not possible to learn a language just by being taught the rules of grammar—a native-speaker picks it up at a young age, almost entirely unaware of the formal grammar which they may be taught later.
Tacit knowledge comprises a range of conceptual and sensory information that is featured with strong personal subjectivity. It is implicitly reflected in human actions; as argued by Polanyi, "tacit knowledge dwells in our awareness". [2] People's skills, experiences, insight, creativity and judgement all fall into this dimension. [7] Tacit ...
Externalization (Tacit to Explicit) – Externalization is the process of making tacit knowledge explicit, wherein knowledge is crystallized and is thus able to be shared by others, becoming the basis of new knowledge. At this point, personal tacit knowledge becomes useful to others as well, because it is expressed in a form that can be ...
Tacit knowledge, as distinct from explicit knowledge, is an influential term developed by Polanyi in The Tacit Dimension [18] to describe among other things the ability to do something without necessarily being able to articulate it: for example, being able to ride a bicycle or play a musical instrument without being able to fully explain the ...
Explicit knowledge is often seen as easier to formalize compared to tacit knowledge, but both are necessary for knowledge creation. Nonaka and Takeuchi introduce the SECI model as a way for knowledge creation. The SECI model involves four stages where explicit and tacit knowledge interact with each other in a spiral manner. The four stages are:
As first described by Michael Polanyi, tacit knowledge is the knowledge of procedures. [33] It is a personal type of knowledge that cannot be shared simply through written or verbal communication. It is learned mostly through experience over time. For example, Toyota transfers tacit knowledge whenever it opens a new assembly factory.
A tacit assumption or implicit assumption is an assumption that underlies a logical argument, course of action, decision, or judgment that is not explicitly voiced nor necessarily understood by the decision maker or judge.
Knowledge-based decision making model [1] Knowledge-Based Decision-Making (KBDM) in management is a decision-making process [2] that uses predetermined criteria to measure and ensure the optimal outcome for a specific topic. KBDM is used to make decisions by establishing a thought process and reasoning behind a decision. [3]