You Think You Know?

 

Real Knowledge

Years ago I was in at an Aikido seminar with several hundred people. The teacher was a Japanese Master of Aikido, presenting profound wisdom in broken English.

He demonstrated a concept through a technique, and then with a thick accent asked a simple question.

Did you understand?

Though he was scanning the group, his eyes met mine right as he finished the question.

Partly taken aback by the timing, and partly thinking I did understand, I nodded in response.

I immediately regretted having done this, as his eyes twinkled and he approached me saying,

I understand means I can do!

He kindly allowed me to pass the test, though I knew now that I did not understand in the deeper sense of the word. Even to have a hint that real knowledge was the ability to act was a lifelong lesson.

Practical Knowledge

What is the value of knowledge in the corporate world? Companies might initially hire people on the basis of education, credentials, or experience, but ultimately they compensate them on the basis of the value of the person's practical knowledge.

The problem with knowledge is that it doesn't stick very well.

A study followed students who received an "A" grade on their final exam at a leading University. A month later the students were given the same exam, and all of them failed it! It turned out that the final exam was final indeed.

This kind of knowledge is very ephemeral, and serves only the temporary function of passing the test or getting the grade. In practical terms, it is not much better than ignorance.

Companies value practical knowledge because it can be leveraged to accomplish work and create value. However, this knowledge resides in the individual more than the organization, leaving the company vulnerable to losing that knowledge if the employee retires or leaves to go to work for the competition.

Knowledge Management is the study of how to retain this internal or tacit knowledge, and formalize it as shared external or explicit knowledge.

There are many approaches to doing this, such as interviewing experts, job instruction, on the job training, E-Learning, and creating manuals. However, the problem is that having a manual is no guarantee that the knowledge will be internalized or integrated in experience.

In fact, manuals and training programs may give a false sense of security. Knowledge which is visible is not necessarily accessible. The key in creating practical knowledge is understanding how to integrate and internalize knowledge.

There are four states of knowing, as shown in the chart above.

IGNORANCE which exists outside of you, separated and external knowledge. It may be there, but it isn't yours. A lot of what passes for knowledge is actually ignorance, because it may be out of date or may not stick.

KNOWLEDGE which may be integrated into a manual or system of know-how, but exists more or less separated from the user. Many companies possess this kind of knowledge, but struggle with how to internalize it in practice.

EXPERIENCE which is internalized in the user, but still may be separated from other people. It is what is called tacit knowledge, which may be known by an individual, such as how to ride a bicycle, but not easily shared. It is the knowledge of the veteran, but separated and therefore tough to transfer to others.

MASTERY is both internalized and integrated, making it the most valuable because it can be applied and shared in many circumstances. It goes beyond the individual to encompass the group, and is expressed in action through best practices.

Transfer of Knowledge

How do you progress in the path from Ignorance to Knowledge to Experience to Mastery?

A self-motivated individual will pursue this path on their own with passion. However, most people need some outside assistance. A coach can put you on the path by providing structure and navigation, a body of knowledge with expertise and a fresh perspective.

If the knowledge is to stick, it must be put into practice over a period of time. The ritual implementation of best practices will transfer practical knowledge, and you can track your progress on an action calendar.

While many companies make efforts to capture transfer experience into manuals (knowledge), this may actually result in the dumbing down of the company by shifting know-how to external sources. A better approach would be to transfer experience in the form of best practices into shared mastery, know-how which is internalized and integrated.

I call this Quantum Leap Coaching, because it can take you to a new level in transferring knowledge. Incremental actions over time lead to quantum leaps in understanding and performance.

Learn how to transfer practical knowledge at the Entrepreneurs Creative Edge.

Comments

[Jan Polak - The Adventupreneur]

Thank you for sharing this distinction, Will.

Really powerful. It provides a fascinating context for "learning from experience" - integration - and "turning knowledge into action" - internalisation

Jan