Organizing Around Not-Yet-Embodied Knowledge

Abstract

Beyond tacit knowledge, the chapter suggests that there exists another type: not-yet-embodied knowledge, i.e. knowledge about originating sources for doing things. It stems basically from a reflection on what we do and why we are doing it. Thus, as shared reflection brings about tacit knowledge, shared action explicit knowledge and value creation, it is through shared formation of will that not-yet-embodied (or self-transcendent knowledge) is created. This gives rise to a double spiral of shared reflection and shared will, originating shared action. The implications are first, the necessity to create parallel structures to lead and learn: learning must be separated from day-to-day activities for shared will to emerge; secondly, it is important to enhance the capabilities f members to listen and language, moving them from primacy of the parts to primacy of the whole, and from non self-reflective speech to self-reflective speech. The case of a health systems company is analysed.