Practical Techniques for Complex Knowledge Transfer
Knowledge Management practice is heavily preoccupied by the problems, processes and technologies associated with explicit knowledge transfer. However, much of the most important knowledge to organizations resides in the heads and abilities of people, and is extremely difficult to transfer. This article reports on a research project that was focused on using practical techniques for eliciting and representing a particular form of complex, tacit knowledge described as “knowing as sensing”. It outlines the processes and methods used in the project to build realistic, complex and ambiguous case studies for businessmen who want to acquire greater sensitivity to the China business environment, using the input of experienced China hands. A technique for facilitating the final stage of knowledge transfer, internalisation, is also described.