The experience accumulated throughout our lives is often a lever for meaningful leaps in problem solving, be it personal and family challenges or professional challenges when we are part of an organization.
In any of these environments there are always moments to learn and moments to unlearn.
This accumulation of experiences is a wealth that cannot be ignored or underestimated without first consciously realizing its greater or lesser importance in solving problems.
For years, in a cyclical way, we learn and reserve our wisdom, but there are two types of experiences that we should reconcile and use in our day-to-day lives:
– One, experience based on experimentation that provides fun and learning,
– and another, the experience accumulated and translated into tacit knowledge that we must share, interacting with other sources of knowledge.
According to Heidegger, “to set up an experiment means that something happens to us … to set up an experiment means, therefore, to allow ourselves to be addressed by what is in our hands, by entering and submitting to it.
We can thus be transformed by such experiences, from one day to the next or in the course of time.”
Today, when we think about the performance of organizations, we find that even after some rapid, processes of restructuring to cut costs, it is in the success of innovation that organizations put their hopes to recover acceptable levels of profitability.
But then what are the conditions or adequate environment to make emerge the success?
Some authors emphasize the role of tacit knowledge as the key to achieving innovation success.
Tacit knowledge is that which the individual has acquired throughout life, through experience, as opposed to explicit knowledge, that is, knowledge that has already been or may be articulated, encoded and stored in some way.
If on the one hand we can learn quickly in a changing world and share knowledge to create new knowledge and new things or to experience new emotions, on the other hand sharing the accumulated knowledge when we are part of a team, may not be an easy task.
Teamwork based on a Design Thinking approach is a creative and innovative process that combines a wide variety of interdisciplinary contributions from its members and fuels the emergence of emotional memories.
It is easy to see that much of these contributions come from tacit knowledge.
It is a personal knowledge that is applied in thought and action, through a design thinking / design doing, without definitions and no elaborate recitals, but which clearly promotes a collaborative interaction.
Not all portions of tacit knowledge are emotional memories, but much implicit information is stored in us playing a key role in our decision-making and in the way, we link points of view and diverse knowledge about the context, dimension or subject.
“Tacit knowledge is not easily recognized or acknowledged, but it can be a key factor in enhancing the quality of strategic decisions made by the top management team.”
Deciding when working as a team is a time of surgical precision and it is a time when having creativity as an ally is helpful. It is an action that must be developed with the participation of the specialized knowledge in the matter in question, but which also calls for the collaboration of other people.
Thus, the way we deal with this information, over many clashes with a vast amount of data, can facilitate the creation of new knowledge.
Moreover, if we are skilled in managing how people share and apply that information, we can provide interesting creative leaps. This is because the tacit knowledge that every individual possesses and that is unique, once unlocked, can be a great creative contribution in an organization.
“We know more than what we are able to say” (Michael Polanyi), and so we are able to pick up on that more specialized knowledge that is often tacit and through sharing draw our way towards creativity. This implies an understanding of the antecedents of the participants in these exchanges, something that we can only acquire through empathy.
Combining experiences and sharing interdisciplinary knowledge leads to the best of strategic decision making in organizational innovation.
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