This reflection is very interesting for me .This is something that Grant Ellmers was almost about to speak on with tacit and explicit knowledge and how it is communicated. One of my research papers is on this topic (I am a knowledge enthusiast).
Most of my background is in project management and using the lessons learned in a manner to work with the next to create better/smarter/efficient) projects. At this time I am studying a knowledge model, which correlates to understanding-responding and acting on this communication strategy for the project. It is a knowledge model in which called the SECI knowledge model which is called “The Spiral.” This model focuses on knowledge as it flows in a repeated circular motion between individuals. The knowledge is collected concurrently while flowing back and forth between its two forms known as tacit and explicit (Hoe, 2006). Tactical knowledge is internal or personal based knowledge through experiences while explicit knowledge is collected knowledge that is the transmitted by language structured into ideas, thoughts and experiences. “The spiral emerges when the interaction between tact and explicit knowledge is pushed up from lower ontological levels to higher ones” (Meng, 2003). Tactical knowledge is the information gained from the person’s experience and is difficult to explain since it involves business culture.
Explicit knowledge is information regarding the aspects of the business that easily documented and communicated between people. Nonaka (2009) explained the SECI model through these four processes embedded within the tact and explicit knowledge which define knowledge base: socialization; externalisation; combination; and internalisation.
There is a shared knowledge space seen in each process, this can be thought of as a shared space for emerging relationships once it is realized and communicated physical, virtual, mental or any combination of them. The knowledge space provides a platform- in this case a social platform for advancing individual and/or collective knowledge. My knowledge changed as I went through the following Critical Impacts.
Critical Impact- Stage #1
My first critical impact moment was during a twitter chat with classmates. We had developed a discussion on how to build call outs and seeding material for our projects. This became a great way to communicate helpful information to grow our knowledge on what a callout is and then using it within our own projects. We went through each of our projects and gave examples of what we thought were callouts/seeding material.
In this manner, we were able to give each other new perspectives and build our ideas while collaborating on new elements. This twitter conversation created an impact since helped me understand the elements I was missing. Although I was creating a call out to customers, it wasn’t in a way that customers were able to provide seeding back. In essence, my idea was not fully thought out and this twitter conversation allowed me to follow through on my thoughts and pull out more information and detail.
Critical Impact #2
During a Hangout, (Google) session with Jonathon and the class at 2pm, Week 9 I was listening to what questions other students had on this project. It was interested to see the similarities and differences between the students. This became a critical impact for me since I think that I realized the amount of work which I had completed as well as the how much work I still had left. It took some time to understand where I was headed with this project and how I was going to produce the work, communication strategy and social platforms online.
Critical Impact #3
Through speaking with Helen Cheung and Peian Wong on hangout chats to discuss our projects, we would go through ideas on how to elaborate our communication strategies. During one of our sessions, Peian mentioned the idea of how the strategy will change through different portions of the project. The communication strategy needs to grow and mature through the beginning (planning stage) into progression or opening of the store (implementation stage) then mature (delivery stage). Each of these signal a stage of growth, and as such the communication has to build a new way to engage the audience, customers and entice new participants.
My thought process began to mold on my communication strategy on how to keep the audience involved.
How do you keep the users active, interested and wanting to co-create with your business?
Evaluation
After reflecting on this experience, I think that it is vital to understand how the communication strategy has to change as the business progresses in different stages. Although it is good to develop initial ideas and call outs, as times goes on your connection to the audience has to build.
These moments are a part of my knowledge framework relates and how I have taken in the information to change and mold the communication strategy. These moments were the turning points of my project, seen as times that I realized how I would create and build this scenario into something unique. If I were to use this information in on another project, I think looking at the competition is very important but should not be viewed as the way to produce your own projects communication strategy. As an outsider, looking at the competition take the knowledge and understanding of how to build another project and make it even better. The good parts (accentuate and build) while changing the platforms if some of theirs don’t seem to work properly. Even though the competition may have multiple platforms, they might not need to be used in your business vision. It is important to understand and find out the types of messages your project will send across and the best platforms that will match the need for the message to capture the audience’s attention.
Bibliography
Hoe, S. 2006 ‘Tacit Knowledge, Nonaka and Takeuchi Seci Model and Informal Knowledge Process’ International Journal of Organization Theory and Behaviour, Vol 9, No 4, pp. 490-502.
Meng, L. 2003 ‘Why Nonaka highlights tacit knowledge: a Critical Review’ Journal of Knowledge Management, Vol 7 Iss 4, pp. 6-14.
Nonaka I. & Takeuchi H. 1995, ‘The Knowledge- Creating Company: How Japanese Companies Create the Dynamics of Innovation’, 4th edn Oxford University Press, Melbourne
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