The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations

The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations

The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations

The Inquiring Organization: Tacit Knowledge, Conversation, and Knowledge Creation: Skills for 21st-Century Organizations

Synopsis

This book provides the context and tools to create knowledge via a proven process of inquiry, questions, and conversation. It introduces the theoretical background to explain why, as well as the practical hands-on skills and processes to demonstrate how, to surface tacit knowledge--that which we know but which we have not yet made explicit in conversation, e.g., background, education, and experience--and create new knowledge in collaboration with colleagues.

Excerpt

At the birth of the Information Era, astute managers sensed there was a new question in the air. Knowledge had emerged as the chief resource for organizations, and this development posed a new challenge. Organizations quickly lived or died by their response to the question of how to incorporate knowledge into their organizations. Since then, managers and organizations have concentrated on learning knowledge. As the challenge was interpreted then, the objective of many firms was to become learning organizations.

Today, in the accelerating information economy of the early 21st century, there is another question in the air. As the velocity and complexity of the Information Era increased, the challenge shifted for managers and organizations—the challenge became to congruently align themselves with the realities of this new era. Organizations live or die faster than ever by their response. Today's question is: How can each organization create new knowl edge and innovate quickly enough to remain competitive in the race to survive?

The individuals and organizations that will thrive in this 21st century may not be those that just learn, but those that inquire to create new knowledge—which, for their competitors, may still be unknown. the thrust of this book is that managers and firms today need to focus on inquiring to create new knowledge.

This book suggests that the days of the learning organization are drawing to a close. Organizations will still have to learn, but to survive, if not thrive, they will need to become more than learning organizations. Simple logic makes the case.

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