Try Group-Level Assessment! Not sure if this is what you mean, but I've attached an article. If nothing else, it would be a start to the process. Employees could share their concerns and needs for more information (implicit knowledge needs) through the GLA and could then together devise a strategy for answering the needs they identified.

I have also done a modification we are calling Group-Level Understanding, but haven't published anything yet. This might be a strategy option to actually share implicit knowledge after you identify the kinds of knowledge people in the organization feel they need.

Dear Amy,

Thank you for this. I have downloaded the study and now I am going through it. It is actually one of the techniques I read about but wasn't named GLA.

Where I work we are trying now to conduct divisional visits since our company is huge and it consists of 13 divisions and each division have about 5 departments. So, one of the things we decided to do to identify those need is to conduct interviews with senior staff while distribute a short - medium length questionnaire to all employees in each division.

But still we need to find way to capture implicit knowledge and critical knowledge to the organizations and ways to share it to the rest who need it in these specific divisions.

In my experience, going directly to the participants and getting their authentic input is the quickest way to know how to help them. That is, ask staff not only about what they need, but also their ideas for capturing and sharing that implicit knowledge. This could be as easy as adding new questions to the existing interviews/questionnaires. Hopefully your questionnaires allow staff an open-ended space to answer, rather than only a rating-scale style q & a. My own implicit experience has been that if there is an easy rating to be given, I am less likely to expand on those answers, so removing the rating entirely and only asking for short written answers would give you more useful results. 

Hello Again Amy,

Actually our questionnaire will follow 5 point likert scale because we need to quantify some of the results. However, we are conducting semi structured interviews to get in-depth feedback from them. So hopefully, both perspectives will be covered.

That sounds like a well-rounded approach. I'd still encourage you to consider the GLA method in future work, though, because it is a good way to get a lot of information from a large group of participants in a very short amount of time. Analysis is worked into the process, so essentially, in a matter of an hour or two the group would have produced usable information and actionable next steps.

Good luck with your research!

Stories help capture and store tacit knowledge: they provide rich cultural context and so remain in the conscious memory longer and thereby leave more trace. A short selection of other techniques would include after-action reviews and retrospects (see https://www.researchgate.net/publication/254583099_Conducting_After-Action_Reviews_and_Retrospects), exit interviews (see https://www.researchgate.net/publication/238600578_Conducting_Exit_Interviews), peer assists (see https://www.researchgate.net/publication/254583145_Conducting_Peer_Assists), and staff profile pages (see https://www.researchgate.net/publication/266229669_Staff_Profile_Pages). There is knowledge harvesting too (see https://www.researchgate.net/publication/254582903_Harvesting_Knowledge), although that is—to my mind—less about capture and decidedly more about connection and conversation, much as storytelling (see https://www.researchgate.net/publication/266478324_Storytelling).

Article Conducting After-Action Reviews and Retrospects

Article Conducting Exit Interviews

Article Conducting Peer Assists

Article Staff Profile Pages

Article Harvesting Knowledge

Article Storytelling

Dear Hanan,

Besides the indirect approach my colleagues have perfectly described in the previous answers, there is a direct approach to capture tacit knowledge -- to buy it from employees. First, many companies introduce solid monetary bonuses for valuable suggestions from employees about production and processes (see enclosed the paper  Gurkov I., Kossov V. Combining Contemporary and Soviet-Era Management Practices to Achieve Excellence at Knauf CIS // Global Business and Organizational Excellence. 2014. Vol. 33. No. 6. P. 21-34). Second, there are different schemes to remunerate secondment and mentoring -- a very good way to transfer the tacit knowledge from experts to novices. Third, besides money you can use pride and glory as well as power and influence as motivation tools to reveal tacit knowledge. I mean here incorporating real experts with lower ranks in the formal company's hierarchy into executive committees, task forces, launch teams etc.

bests,

Igor Gurkov 

Interpersonal communication could be the best option to access and obtain implicit knowledge. Therefore, quantitative regression analysis is hardly to measure the option.

This is an interesting issue, as the KM literature 'assumes' that employees will be happy to share implicit knowledge, but for some employees, this knowledge gained through experience is seen as a form of power, leading people to think "if I tell you what I know, then you won't need me any more".  This is particularly true of 'baby boomer' and Gen X workers.

Also, in a very large organization, the systems have to be interconnected in some way.  If you have 13 divisions, each with maybe 5 departments, then you probably need to 'pilot' this in one department, and then roll it out as you refine it.  Choose a department where the culture is amenable to 'sharing' information, and see how it goes.  you have to encourage people to 'talk', as usable information tends to be qualitative - not quantitative.

I agree that story-telling is very effective, but some people do not articulate this stuff very well, and will need help.  you then have to decide where to store the information (organization wide wiki's or other methods), and get people to look at this on a regular basis.  It is not easy, especially if you have a fragmented culture (as you almost certainly will in a large organization).

Also - sometimes the most informal methods can work, or be working already.  As a project manager in a subsidiary of a large banking org in the UK in the 90s, we had an informal knowledge sharing group among the project managers - we called it 'going to the pub on Friday after work'...  So - see what already exists formally and maybe build on and try to formalize that.

Good luck with this...

Best ways to capture implicit knowledge in organizations: healthy organizational environment. Space in the organization for discussion. Seminars and debates and publications among others.

Another effective option to study how to acquire implicit knowledge is through participating observations.

Please see the article: "The Interplay between Tacit Knowledge and Change Processes in Organizations in Uruguay" (free access here in Researchgate). You will find there a "taxonomy" of Tacit Knowledge. May be useful. 

Tacit knowledge is very tricky to capture and is very expensive to be wasted due to layoffs, retirement or turnovers. Tacit knowledge can be captured through organisation stories. Stories can be told in communities of practice or any other context. Stories should aim to achieve a purpose, and not for entertainment. Some organisations also use story telling circles. Knowledge also can be captured through the development of concept maps. These maps can be developed by people who own the tacit knowledge or by experts who can interview other people with tacit knowledge. Technology can be used to create the maps like Cmap tools. Additionally, learning by observation is very good in knowledge capture. 

A  good book to look into is: Becerra-Fernandez & Sabherwal -- Knowledge Management © 2010 M.E. Sharpe

Good luck:)

Please refer to my recent article! :)

Article ‘Meso’-Foundations of Dynamic Capabilities: Team-Level Synth...

I would suggest that implicit knowledge can be extracted through meetings, team work, formal and informal mentorship. These are some ways knowledge can be extracted from their owners and deposited in the organisation's database. 

Implicit or tacit knowledge is a personal knowledge and it embraces many aspects of the knowledge field which cannot be expressed by using a natural or symbolic language. The only way to reach to that knowledge is to stimulate people to share their knowledge with others. Basically, there are three ways: 1) sharing knowledge directly in a social context, face to face; 2) sharing knowledge by using data bases and codification; 3) by extracting knowledge using questionnaires and embedding that knowledge in intelligent software. The best way is to create a stimulating cultural atmosphere in organization for sharing knowledge, or creating communities of practice where people can share their experience. Also, in organizations with several generations of people it is good to stimulate intergenerational knowledge transfer and learning. That will lead also to retention of knowledge in organization when people will retire. Sharing knowledge by using databases can be done when there is a good IT network. Extracting knowledge for intelligent software involves experts able to create special questionnaires and codification models. I attached some of my papers dealing with knowledge sharing and intergenerational knowledge transfer.

Being implicit in an organization include the following: forecasting (projecting the future)

-Policy formulation and objective formulation

-Decision making

-Division of labour (job allocation)

Job description

develop the organizational culture to improve communication among staff, also brainstorming in formal and informal meetings, encourage socialization and interaction to share ideas.

Good afternoon

Some ways are: 1. Create an idea discussion space, where each seminar (once a month) an employee shares their good practice in their work environment 2. Record good practices. 3. Define and record the results of the goals. 4. Make a diagnosis of the documents or data of your company, who produces it, how it is processed, who has access, how it is stored and how it is disposable, and so on - success. 5. Rewards best practices.