Boost Productivity! Secrets of Knowledge Sharing in Organizations

2. Implicit Knowledge, Explicit Knowledge, and the SECI Model

Before introducing the methods of knowledge sharing, I would like to touch upon the essential concepts of "tacit knowledge" and "explicit knowledge" as well as the "SECI model" when discussing knowledge sharing.

According to Dr. Ikujiro Nonaka, a Japanese management scholar, the knowledge possessed by an organization can be categorized into "tacit knowledge" and "explicit knowledge."
・Tacit Knowledge: Knowledge that is difficult to express, based on individual behavior, values, intuition, etc. (e.g., skills possessed by a skilled craftsman or intuition based on experience)
・Explicit Knowledge: Knowledge that is represented in the form of words, diagrams, etc., and can be understood objectively (e.g., manuals, procedures, information recorded in databases, etc.)

By converting tacit knowledge into explicit knowledge and sharing it, individual knowledge becomes organizational knowledge, and the entire organization evolves intellectually.

The conversion from tacit knowledge to explicit knowledge is based on the framework known as the "SECI model."
The SECI model consists of four phases: "Socialization," "Externalization," "Combination," and "Internalization." It is said that by following these phases to transform tacit knowledge into explicit knowledge, higher-level and new knowledge can be created.

The specialty of Human Science is "expression", but in order to understand its position, first we will explain the entire model.

1. Socialization: Conversion from individual "tacit knowledge" to organizational "tacit knowledge"

This is the phase where an individual's tacit knowledge is shared with others through sharing experiences and senses. For example, direct communication and knowledge sharing through experiences such as an apprentice learning by watching a craftsman work.

2. Externalization: Conversion from "tacit knowledge" to "explicit knowledge"

This is the phase where individual tacit knowledge is objectively verbalized and quantified through dialogue, words, and figures. For example, activities such as summarizing knowledge based on experience into procedures and manuals fall under this category.

3. Combination: Conversion from existing "formal knowledge" to new "formal knowledge"

This is the phase where existing knowledge is combined or reorganized to create new knowledge. For example, sharing a manual created by someone with team members and having them add tips would fall under this category.

4. Internalization: Conversion from "explicit knowledge" to "tacit knowledge"

This is the phase of incorporating tacit knowledge through practice and experience. For example, reading manuals and documents and utilizing them in practical work corresponds to acquiring new insights and knowledge.

By advancing the conversion of knowledge according to the SECI model, individual knowledge can be transformed into organizational knowledge. As mentioned at the beginning, if knowledge is shared within the organization, it brings various benefits and leads to increased productivity.

This time, from the perspective of a manual production company, I would like to focus on the phase of the SECI model known as "Externalization" and introduce specific methods.

3. Specific Methods for Knowledge Sharing (Expression Phase)

Now, let's introduce the method of externalization, which is a specific way to share knowledge in an objective visible form.

・Holding regular meetings and study sessions

By creating a meeting to verbalize the knowledge and information held by team members, we can share knowledge.
This not only allows us to obtain the latest information in real-time but also has the benefit of enhancing the sense of unity among team members through communication. However, to avoid it becoming a casual conversation, members need to participate with a shared sense of purpose.

Weekly Meeting: In the regular weekly meeting, each member shares what they have recently learned and the progress of their projects.<br/>Study Session: Members with expertise act as instructors and give presentations on specific topics.

・Building a knowledge base such as an internal Wiki or FAQ

By documenting the knowledge and information held by team members and centralizing it in an accessible location for other members, knowledge can be shared.
This allows for quick searching and referencing of information, enabling efficient acquisition of knowledge.
*However, regular maintenance is necessary as outdated information can lead to the sharing of incorrect information.

Specific Examples
Internal Wiki: Create a page summarizing project progress and technical know-how, making it accessible to everyone.
FAQ: Create a page compiling frequently asked questions and their answers, allowing new employees and project members to quickly obtain information.

- Creating Manuals

By documenting the work procedures and know-how that some members have in their minds, we can share knowledge.
Having a manual ensures that even if different people perform the same tasks, a certain level of quality can be maintained. Additionally, by creating manuals for new members, we can shorten the time it takes for them to get up to speed.
* However, like a knowledge base, regular maintenance is necessary. In particular, when work procedures or the systems used in business change, the manuals must also be updated accordingly.

Specific Examples
Operation Manual: Create documents that detail how to use software and systems, making them accessible for everyone to reference.
Process Manual: Create documents that explain business processes and procedures step by step, to be used for training new employees.

In the following chapter, we will explain the key points for creating effective manuals with a focus on manual creation for knowledge sharing.

4. Points for Creating Manuals for Knowledge Sharing

Manuals for knowledge sharing are created to share one's own knowledge with others. Therefore, it is meaningless to create something that is "unreadable" or "uninteresting".

To create a usable manual, there are several key points to keep in mind. Here, we will introduce three typical ones.

- Clarify the purpose and target of the manual

Please open the manual that you often use. Does that manual specify when and for what purpose it is used (objective) and who it is intended for (target audience)?

If the purpose and target are unclear, readers may wonder, "When will I use this manual?" or "Is the information I need written here?" Especially during busy times, it is essential to quickly find the necessary information, but it can happen that "I read through it, but in the end, I couldn't find the information I needed right now." This not only prevents acquiring the necessary knowledge but also leads to wasting time, resulting in decreased operational efficiency and ultimately undermining the significance of the manual.

To create a manual that can be used effectively, it is important to include a chapter such as "Introduction" and clearly state for whom or what the manual is intended. By doing so, readers can filter whether the manual contains the information they are looking for as soon as they open it.
If you have never written about the purpose or target audience, please read the blog below. It explains the basic points related to manual creation.

Professional Tips! Successful Methods for Creating Business Manuals

- Make manuals easy to read and understand

Have you ever opened a manual and thought, "This is tough to read..."? When the text continues monotonously without any diagrams or illustrations, or when sentences are excessively long, the barrier to reading the manual increases, leaving you exhausted just from reading it. Especially manuals written in a busy context tend to become "just crammed with information," resulting in manuals that are hard to understand for the reader. This undermines the original purpose of the manual.

To create a manual that can be used effectively, it is necessary to organize information using styles (such as headings and subheadings) to create a clear layout and to summarize the text concisely, as well as to incorporate visual elements.
If you want to learn techniques for writing easy-to-read and easy-to-understand manuals, please check out the blog below. It introduces points to make readers feel "interested in reading" and "want to give it a try."

[Explanation from On-site Personnel!] 3 Key Points for Creating an Easy-to-Read Operations Manual
The Importance of Formatting in Manual Creation ~From the Perspectives of the Reader and Writer~

- Make it easy to create/update manuals and manage them

If it takes too long to create/update manuals, they will be put off and knowledge sharing will not progress.
Also, if the location of the manuals is not determined and the situation is "I don't know where the manuals are", or if they cannot be searched from servers or internal systems, the manuals will not be used even if they are created.

To establish manuals, it is also important to create an environment that is easy to create, update, and manage.
Preparing a common manual template for use within the organization, incorporating formats and icons, is convenient when the need to create a manual arises. If time cannot be secured to create a template, introducing external tools can also be effective.
Additionally, having guidelines that summarize the rules for writing manuals alongside the templates and tools will clarify the format, level of detail, and writing style, regardless of who the writer is, allowing for the creation of a unified and easy-to-understand manual that does not depend on the writer. Operating the guidelines along with the templates and tools is also a shortcut to manual creation and updates.