The accepted orthodox belief is that organizations are concerned with knowledge. They would like to stand out as knowledge companies and knowledge intensive organizations, where employees have, and continually develop, necessary and unique knowledge.
In order to achieve their goal of knowledge, they focus on learning and how learning results in new knowledge.
Associate Professor Cathrine Filstad at BI Norwegian School of Management challenges this: ‘But are we on the right path here? Do we have the necessary knowledge about what learning is and how to accommodate learning in organizations?’
She is researching learning and knowledge development and organizations.
In an article in the popular science magazine, Magma (sadly apparently only published in Norwegian), Cathrine Filstad presents a new perspective on learning, based on the idea that learning and knowledge development are continuous processes in an organization’s daily life.
She writes, ‘The most important knowledge in an organization is tacit, and cannot be expressed through language.’
Tacit knowledge is typically personal, context-specific, and often anchored in experiences, ideas, values, and emotions. If this is so there must be a way to improve the propagation of tacit knowledge.