Nonaka and Hirotaka Takeuchi (1995) [1] has proposed a model on Knowledge Management and has given the explanation how Knowledge transforms from one form to another
Knowledge play an important role in the success of an individual, organization, society and country. Knowledge makes all of the above described prominent among others.
Nonaka has described the circle of knowledge beautifully and in fact this is how the knowledge manages but it still needs some improvement in it as it’s having some draw backs.
My perspective is to highlight those areas which need an improvement and how it can be improved.
I start with the very first step of SECI which is Socialization and emphasis on Tacit to Tacit Knowledge. [1]
Usually it has been seen that it’s quite difficult to spread tacit knowledge (Kaj U. Koskinen, Hannu Vanharanta, November 2002) [2] among individuals, organizations, societies and countries as it really need skills to transfer it from one form to another and individuals usually lack in this area which misleads in understanding of the knowledge.
Externalization is the second phase of SECI which describes the conversion of Tacit into Explicit Knowledge. [1]
In this phase its not clearly defined how it will happen especially when knowledge is transferring with in different organizations where organizations have different structure (Jan Feller, December 18, 2004) [3] e.g if a single entity or individual doing this like as an author of a book than its quite understandable to convert Tacit into Explicit but if Tacit knowledge is spreading from heart to heart or mind to mind than it becomes difficult to describe everything exactly as it was delivered by the very first individual because of the next individual’s understanding.
Internalization [1] describes the conversion of Explicit knowledge to Tacit Knowledge. This part of SECI also needs an improvement as it totally depends on the understanding of the individuals who are responsible of converting one form of knowledge to another. The risk of misunderstanding can be minimized if management encourage their employees to share their knowledge in a company. More they come across to each other, lesser be the chances of error in understanding the knowledge and by doing this, it also enhance the social system in an organization (Karina Skovvang Christensen & Heine Kaasgaard Bang, 2003 ) [4].
Above is a very brief criticism of different parts of SECI and its important to give an example to get the understanding of this criticism so here I would like to mention my organization where I m currently working and how I have faced it and still facing the issues relevant to Knowledge Management.
In my organization (Hotel) some of my responsibilities are known as hard lines which we team members should have to follow and all those hard lines comes into play in customer services and these hard lines is the Explicit Knowledge. Apart from the hard lines there are other parts like as the management responsibilities which include running the of End of Day reports and closing down the shift which carries out on company’s information system software and the training I got on this is completely a Tacit Knowledge.
Here I have faced two obstacles dealing with the Tacit Knowledge, first is the person who given me the training wasn’t good enough in explaining all the issues relevant to my job responsibilities though my trainer is very confident about all the issues and I have seen her tackling the problems. The second issue which I have noticed is culture as my trainer’s first language isn’t English so it’s another barrier which prevents transferring the Tacit Knowledge. According to Andreas Riege (2007) "Recruit people that fit into the existing corporate and unit culture. Enhance understanding of cross-cultural differences, in particular where interaction between people of different cultural background is required." [5]
Nonaka model reflects the exact real time knowledge Management path and if we look around this is how knowledge is being managed everywhere but nothing is perfect in this world and there is always a room of improvement, above is some week points in this model which can be improved or minimized by putting some effort on it.
Tacit to Tacit and Tacit to Explicit are the key areas of Nonaka’s model and if the transformation of Tacit to Explicit tracks down and brings into a form where the part of Tacit can be purified by some how it will bring an improvement into it.
Knowledge play an important role in the success of an individual, organization, society and country. Knowledge makes all of the above described prominent among others.
Nonaka has described the circle of knowledge beautifully and in fact this is how the knowledge manages but it still needs some improvement in it as it’s having some draw backs.
My perspective is to highlight those areas which need an improvement and how it can be improved.
I start with the very first step of SECI which is Socialization and emphasis on Tacit to Tacit Knowledge. [1]
Usually it has been seen that it’s quite difficult to spread tacit knowledge (Kaj U. Koskinen, Hannu Vanharanta, November 2002) [2] among individuals, organizations, societies and countries as it really need skills to transfer it from one form to another and individuals usually lack in this area which misleads in understanding of the knowledge.
Externalization is the second phase of SECI which describes the conversion of Tacit into Explicit Knowledge. [1]
In this phase its not clearly defined how it will happen especially when knowledge is transferring with in different organizations where organizations have different structure (Jan Feller, December 18, 2004) [3] e.g if a single entity or individual doing this like as an author of a book than its quite understandable to convert Tacit into Explicit but if Tacit knowledge is spreading from heart to heart or mind to mind than it becomes difficult to describe everything exactly as it was delivered by the very first individual because of the next individual’s understanding.
Internalization [1] describes the conversion of Explicit knowledge to Tacit Knowledge. This part of SECI also needs an improvement as it totally depends on the understanding of the individuals who are responsible of converting one form of knowledge to another. The risk of misunderstanding can be minimized if management encourage their employees to share their knowledge in a company. More they come across to each other, lesser be the chances of error in understanding the knowledge and by doing this, it also enhance the social system in an organization (Karina Skovvang Christensen & Heine Kaasgaard Bang, 2003 ) [4].
Above is a very brief criticism of different parts of SECI and its important to give an example to get the understanding of this criticism so here I would like to mention my organization where I m currently working and how I have faced it and still facing the issues relevant to Knowledge Management.
In my organization (Hotel) some of my responsibilities are known as hard lines which we team members should have to follow and all those hard lines comes into play in customer services and these hard lines is the Explicit Knowledge. Apart from the hard lines there are other parts like as the management responsibilities which include running the of End of Day reports and closing down the shift which carries out on company’s information system software and the training I got on this is completely a Tacit Knowledge.
Here I have faced two obstacles dealing with the Tacit Knowledge, first is the person who given me the training wasn’t good enough in explaining all the issues relevant to my job responsibilities though my trainer is very confident about all the issues and I have seen her tackling the problems. The second issue which I have noticed is culture as my trainer’s first language isn’t English so it’s another barrier which prevents transferring the Tacit Knowledge. According to Andreas Riege (2007) "Recruit people that fit into the existing corporate and unit culture. Enhance understanding of cross-cultural differences, in particular where interaction between people of different cultural background is required." [5]
Nonaka model reflects the exact real time knowledge Management path and if we look around this is how knowledge is being managed everywhere but nothing is perfect in this world and there is always a room of improvement, above is some week points in this model which can be improved or minimized by putting some effort on it.
Tacit to Tacit and Tacit to Explicit are the key areas of Nonaka’s model and if the transformation of Tacit to Explicit tracks down and brings into a form where the part of Tacit can be purified by some how it will bring an improvement into it.
[1] Nonaka, Takeuchi, 1995; A unified model of dynamic organisational knowledge creation. Explanation of SECI model of Nonaka and Takeuchi; Retrieved January 28, 2008, from http://www.12manage.com/methods_nonaka_seci.html
[2] Kaj, U. and Hannu Vanharanta, November 2002; The role of tacit knowledge in innovation processes of small technology companies: International Journal of Production Economics; Retrieved March 01, 2008 from http://www.sciencedirect.com/science?_ob=MImg&_imagekey=B6VF8-4603WFB-5-3&_cdi=6004&_user=6703465&_orig=search&_coverDate=11%2F30%2F2002&_sk=999199998&view=c&wchp=dGLbVzz-zSkzk&md5=a92c53de495492adb5768d72a50d8a66&ie=/sdarticle.pdf
[3] Jan Feller, December 18, 2004; Essay of Process Learning in R&D Alliances; Retrieved March 01, 2008 from http://lib.tkk.fi/Diss/2004/isbn9512274337/isbn9512274337.pdf
[4] Karina Skovvang Christensen & Heine Kaasgaard Bang, 2003; Knowledge Management in a Project Oriented-Organisation: Three Perspectives; Journal of Knowledge Management, Vol. 7, No. 3, Retrieved March 01, 2008 from http://www.hha.dk/org/cmsdocs/kasc/jkmchristensenbang2003.pdf
[5] Andreas Riege, 2007; Actions to overcome knowledge transfer barriers in MNCs: Journal of Knowledge Management, Emerald Group Publishing Limited; Vol 11, No. 1; Retrieved March 01, 2008 from http://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/2300110104.pdf
Trace Back:
A reply to Prof. Mark Woodman comments can be found from the follwing trace back;
4 comments:
This is a good start on KM models critique; but of course it needs refinement after our rich discussions last few weeks.
One very important point is appropriate referencing. Check referencing in my blog.
I actually didn't take anything from internt or from anywhere else as i have only criticised the model so thats why there is no referencing. i was thinking to give a reference to nonaka's actuall model then i though as i am not taking anything from there so there is no need to give an un necessory reference.
I would like a bit more on ho you see the SECI model in operation in hotel-type organistions. although you say there are "hard lines" you don't fully explain then so I can't see why the relevant knowledge is always explicit. Are there not circumstances where a new member of staff acquires knowledge by observing and copying what other staff does.
There are many aspects of the hotel business that are computerised, so I'd also like a bit more on whether the models you see are actor-type or analytical.
Even if you did not actually copy anything from anywhere, you are still referring to Nonaka's SECI model and therefore you need to reference him.
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