The transfer of tacit knowledge in organizations is a complex and dynamic process that involves the creation of an environment that promotes learning and co-creation of knowledge. It requires the development of effective communication and listening skills, as well as the ability to facilitate interactions and facilitate the co-construction of knowledge. The role of the leader or mentor is crucial in this process, as they have the ability to create a culture that promotes learning and encourages open communication and the sharing of knowledge. It is important for leaders to be aware of their own biases and limitations and to approach the transfer of knowledge with an open and inquisitive attitude. The use of methods from pedagogy and psychotherapy, such as the development of a working alliance and the use of empathetic listening, can be helpful in facilitating the transfer of tacit knowledge. Ultimately, the success of the transfer of tacit knowledge depends on the willingness of all parties involved to engage in an open and honest dialogue and to co-create new knowledge together.
The purpose of this study was to examine the role of tacit knowledge in organizations and how it can be effectively transferred. The study looks at the transfer of knowledge in organizations through the lens of psychotherapy, pedagogy, and systems psychodynamic theory. The study uses a qualitative research method, interpretive phenomenological analysis, to analyze data collected from interviews and observations of a high-performance team. The study finds that the co-creation of knowledge, rather than its transmission, is important for the effective transfer of tacit knowledge in organizations. A balance between listening and challenging, as well as clear role definitions and boundaries, are also important for facilitating the co-creation of knowledge. The study also discusses the importance of trust and the working alliance in the transfer of knowledge and the role of personal authority in achieving formal authority. The findings of the study have implications for organizations looking to facilitate the transfer of tacit knowledge and optimize their knowledge management practices.
The therapeutic alliance, or the working alliance, is a crucial component in the success of psychotherapy. It is defined as the collaborative relationship between the therapist and the patient, and consists of three essential elements: agreement on the goals and tasks of the treatment, and the development of a personal bond made up of reciprocal positive feelings. The quality and nature of the alliance is shaped by the theoretical framework of the therapy and is embedded within the specific treatment method. Research has shown that therapists who are able to create a strong alliance across a variety of patients produce better outcomes than those who fail to do so. The ability to create an alliance is also found to be a significant predictor of therapeutic outcome, explaining around 7.5% of the variance in treatment outcomes. In organizations, the role of leaders and mentors in facilitating the transference of tacit knowledge can be compared to the role of therapists in facilitating therapeutic change. Facilitating interpersonal skills, such as empathy and positive regard, can be important in creating a strong working alliance and facilitating the transference of tacit knowledge. Psychotherapeutic concepts, such as mentalization and epistemic trust, may also be helpful in optimizing organizations and facilitating the transference of tacit knowledge.
The study uses a qualitative research design, including interviews and observations, to understand the process of co-creating tacit knowledge in a high-performance team. The study finds that tacit knowledge is co-created rather than transmitted, and that the balance between listening and challenging, as well as clear structure and roles, are important for facilitating the co-creation of tacit knowledge. The study also discusses the overlap between coaching, leadership, and psychotherapy, and the importance of establishing epistemic trust and a strong working alliance in facilitating knowledge transfer. The study suggests that systems psychodynamic theory and the concept of mentalization can be helpful in understanding the process of co-creating and transferring knowledge in organizations.
Link to thesis:
Transference of tacit knowledge in organizations - lessons from psychotherapy (INSEAD)
What is tacit knowledge?
-A. Information that is not easily captured or shared through language or writing
-B. Information that is easy to capture and share through language or writing
-C. Information that is only known by a small group of experts
-D. Information that is only known by a large group of people
What is the process in which organizations support knowledge creation known as?
-A. Knowledge management
-B. Knowledge enabling
-C. Knowledge sharing
-D. Knowledge control
What is personal authority?
-A. The power to decide which task has priority
-B. The ability to execute formal authority
-C. The psychological traits that determine how well one executes their formal authority
-D. All of the above
What is the therapeutic alliance in psychotherapy?
-A. The bond between the therapist and patient based on shared positive feelings
-B. The agreement between the therapist and patient on the goals and tasks of treatment
-C. The effectiveness of the treatment, in part or entirely, based on the strength of the alliance
-D. All of the above
What is self-efficacy?
-A. The confidence in one's abilities to accomplish a given task
-B. The ability to produce an alliance across a variety of patients
-C. The difference in outcome between the top 10% and bottom 10% of therapists
-D. The ability to give feedback to supervisors in an organizational setting
- -A. Information that is not easily captured or shared through language or writing
- -B. Knowledge enabling
- -C. The psychological traits that determine how well one executes their formal authority
- -D. All of the above
- -A. The confidence in one's abilities to accomplish a given task