What is tacit knowledge?
In 1958, the philosopher Michael Polanyi put forward one of the most frequently cited ideas in knowledge management: “We know more than we can say.” With that sentence, he summed up what he called tacit knowledge: the set of skills, intuitions and criteria that a person applies naturally but would find very difficult to put down in writing.
Unlike explicit knowledge, tacit knowledge is not found in manuals or presentations. It resides in people’s minds and hands. And when those people leave, it goes with them.
Tacit knowledge versus explicit knowledge
| Explicit knowledge | Tacit knowledge | |
| Form | Documented, coded | Personal, experiential |
| Example | Process Manual | How to negotiate with a difficult client |
| Broadcast | Reading, online learning | Observation, practical experience, mentoring |
| Risk of loss | Bass | High |
Examples of tacit knowledge within a company
The factory operator who can tell from the sound that a machine is about to break down. The sales representative who knows exactly when to apply the pressure to close a sale. The account manager who has been with the same client for ten years and knows their sticking points before they’ve even voiced them. The technician who knows process shortcuts that aren’t in any manual but which halve resolution times.
These roles have one thing in common: they are difficult to replace, and it takes their replacement months or years to reach the same level of effectiveness.
Why is it so important not to lose it?
Early retirement, high staff turnover and mobility between companies are accelerating the departure of senior talent from organisations. Every time an expert leaves without a knowledge transfer process, the company incurs an invisible cost: learning time the stand-in, avoidable mistakes and relationships that need to be rebuilt from scratch.
Tacit knowledge is, in many cases, an organisation’s main competitive advantage. It is also its least protected asset.
How does it become shared knowledge? The SECI model
The SECI model, developed by Ikujiro Nonaka, describes four stages through which tacit knowledge can be transferred and formalised:
Socialisation. Knowledge is passed from one person to another through observation and shared practice. An apprentice works alongside an expert and picks up ways of doing things that cannot be explained in words.
Outsourcing. The expert tries to put what they know into words: interviews, case studies, documentation of past decisions. It is the most difficult process, but also the most valuable.
Combination. Externalised knowledge is integrated with other existing documents and processes, creating structured and reusable materials.
Internalisation. People learn this pre-structured knowledge and incorporate it into their own practice, thereby generating new tacit knowledge.
Techniques for capturing tacit knowledge
No single technique works on its own. Effectively capturing tacit knowledge requires a combination of several techniques:
- Mentoring and shadowing. The person who is to take on the role works alongside the expert for a period of time.
- Recorded interviews. Structured interviews in which the expert describes cases, decisions and criteria that are not documented.
- Case studies and after-action reviews. Reviews of real projects in which the team looks back at what was done, why it was done, and what they learnt.
- Communities of practice. Internal groups where professionals from the same field regularly share their experiences.
What cannot be documented, and how to convey it nonetheless
Some know-how can never be fully captured. The intuition developed over the years, the ability to interpret ambiguous situations, and the management of tone in a delicate negotiation: all of this can only be passed on through guided practice and over time.
This does not mean giving up. It means planning the handover process well in advance so that the support provided is meaningful. A three-month programme is no substitute for ten years’ experience, but it does significantly limit the damage.
How to incorporate it into the training plan
The management of tacit knowledge should form part of the annual training plan, rather than being a stopgap measure in response to staff absences or retirements. Succession planning, internal mentoring programmes and communities of practice are L&D tools, not isolated HR initiatives.
If your organisation needs to develop a knowledge management strategy using its own resources, the Educa.Pro’s Knowledge Management course It provides a structured roadmap for L&D teams and training managers.
Frequently asked questions about tacit knowledge
Who defined the concept of tacit knowledge?
Michael Polanyi, a Hungarian-British philosopher and scientist, in his work The Tacit Dimension (1966), although the term already appears in Personal Knowledge (1958).
Can tacit knowledge be measured?
Not directly, but it can be assessed indirectly: by measuring the time it takes a replacement to match the expert’s performance, or by looking at how often a person is consulted to resolve non-routine problems.
What tools can help capture it?
Structured interviews, knowledge management platforms (internal wikis, case databases), the mentoring programmes and communities of practice are the most effective resources. Technology facilitates storage, but it does not replace human contact in the transfer process.
