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Knowledge Creation: The SECI Model

Knowledge Creation: The SECI Model. Outline. Knowledge Creation Knowledge Management Types of Knowledge The SECI Model. Knowledge creation.

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Knowledge Creation: The SECI Model

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  1. Knowledge Creation: The SECI Model

  2. Outline • Knowledge Creation • Knowledge Management • Types of Knowledge • The SECI Model

  3. Knowledge creation • Knowledge creation according to the Nonaka's SECI model is about continuous transfer, combination, and conversion of the different types of knowledge, as users practice, interact, and learn. • Cook and Brown (1999) distinguish between knowledge and knowing, and suggest that knowledge creation is a product of the interplay between them. • The shift in condition between the possession of knowledge and the act of knowing - something that comes about through practice, action, and interaction- is the driving force in the creation of new knowledge

  4. Knowledge creation •  Knowledge is created through practice, collaboration, interaction, and education, as the different knowledge types are shared and converted. • Knowledge creation is also supported by relevant information and data which can improve decisions and serve as building blocks in the creation of new knowledge. • It is important to support unstructured work environments in areas where creativity and innovation are important.

  5. Knowledge Management • Knowledge management is essentially about getting the right knowledge to the right person at the right time. • It implies a strong tie to corporate strategy, understanding where and in what forms knowledge exists, creating processes that span organizational functions, and ensuring that initiatives are accepted and supported by organizational members. • Knowledge management may also include new knowledge creation, or it may solely focus on knowledge sharing, storage, and refinement. • Goal is to create value and to leverage, improve, and refine competences and knowledge assets to meet organizational goals and targets. • Implementing knowledge management has several dimensions including: Organizational, Managerial, Technological,Political

  6. Types of Knowledge in KM Explicit Knowledge • This type of knowledge is formalized and codified, and is referred to as know-what . It is fairly easy to identify, store, and retrieve . This is the type of knowledge most easily handled by KMS, which are very effective at facilitating the storage, retrieval, and modification of documents and texts. • It involves ensuring that • people have access to what they need • important knowledge is stored • that the knowledge is reviewed, updated, or discarded.

  7. Types of Knowledge in KM Tacit Knowledge (Embodied Knowledge) • Originally defined by Polanyi in 1966. It is sometimes referred to as know-how, and refers to intuitive, hard to define knowledge that is largely experience based. It is often context dependent and personal in nature. It is hard to communicate and deeply rooted in action, commitment, and involvement (Nonaka 1994). • Tacit knowledge is regarded as valuable source of knowledge, and the most likely to lead to breakthroughs in the organization. • Link between lack of focus on tacit knowledge and reduced capability for innovation and sustained competitiveness. • KMS have a very hard time handling this type of knowledge. • Tacit knowledge is found in: the minds of human stakeholders. It includes cultural beliefs, values, attitudes, mental models, etc. as well as skills, capabilities and expertise

  8. Types of Knowledge in KM Embodied Knowledge • Knowledge that is locked in processes, products, culture, routines, artifacts, or structures Knowledge is embedded either formally, such as through a management initiative to formalize a routine, or informally as the organization uses and applies the other two knowledge types. • Found in: rules, processes, manuals, organizational culture, codes of conduct, ethics, products, etc. • While embedded knowledge can exist in explicit sources (i.e. a rule can be written in a manual), the knowledge itself is not explicit, i.e. it is not immediately apparent why doing something this way is beneficial to the organization. • Culture and routines are difficult to understand and hard to change. Formalized routines may be easier to implement and management can actively try to embed the fruits of lessons learned directly into procedures, routines, and products. • IT's have some useful applications here.

  9. The SECI Model

  10. The SECI Model • Nonaka and Takeuchi introduced the SECI model (Nonaka & Takeuchi 1996) which has become the cornerstone of knowledge creation and transfer theory. • They proposed four ways that knowledge types can be combined and converted, showing how knowledge is shared and created in the organization. • The model is based on the two types of knowledge: tacit , explicit

  11. The SECI model • There are four basic patterns for creating knowledge in any organization: 1.Socialization: Fromtacit to tacit 2. Externalization: Fromtacit to explicit 3. Combination: from explicit to explicit 4. Internalization: from explicit to tacit

  12. The SECI model • Socialization: Tacit to tacit Knowledge is passed on through practice, guidance, imitation, and observation. • Externalization: Tacit to explicit Tacit knowledge is codified into documents, manuals, etc. so that it can spread more easily through the organization. The use of metaphor is cited as an important externalization mechanism.

  13. The SECI model Combination: Explicit to explicit This is the simplest form. Codified knowledge sources (e.g. documents) are combined to create new knowledge. –it does not extend the company’s knowledge base Internalization: Explicit to tacit As explicit sources are used and learned, the knowledge is internalized, modifying the user's existing tacit knowledge.

  14. Points to ponder • How can our project (PECM) use KM to achieve targets/goals? What should be the KM strategy for the PECM project? How is knowledge created here? • “Knowledge cannot be explicit”-is this statement correct? “Know-what” –how is it a knowledge rather than information? How does information fit into the SECI model? • Latest model on KC

  15. For future talk on KC/KM • The Knowledge Creating Company • Systems methodology (eg. i-system) • Concept of “Ba” • Knowledge Assets

  16. References • Nonoaka, Ikujiro, (1991)“The Knowledge Creating Company”. Harvard Business Review • Nonaka, I. & Takeuchi, H. (1995). The knowledge-creating company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press • http://mcleanglobal.com/public/MGC/publications/Nonaka%20and%20Takeuchi.pdf • Cook, S.D., & Brown, J.S. (1999), Bridging Epistemologies: the Generative Dance between Organizational Knowledge and Organizational Knowing. Organization Science, vol. 10, no. 4 • Polanyi, M. (1966). The Tacit Dimension. London, Routledge & Kegan Paul, 1966

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