Indexed on: 18 Jul '08Published on: 18 Jul '08Published in: Systemic Practice and Action Research
The importance of the cyclic transformation of tacit knowledge into explicit knowledge for the knowledge-creation organisations is strategic. Yet in many instances this transformation is supported by informal settings with low process controllability. It is critical though that this be followed by a more systematic approach. A number of models of organisational learning have been developed by extrapolating individual learning styles, as is the case of the holonomic framework. However, there is a need to relate more closely models of learning and of knowledge creation to the knowledge elicitation methods, in order to further support knowledge management practice. This paper examines the holonomic framework with the view of informing the systematic elicitation of strategic knowledge in professional practice. It draws upon the experience and practical application of elicitation methods–in particular causal mapping and scenario building methods–to elicit middle-senior managers’ strategic knowledge by candidates to a Masters in Business Administration. The two methods are benchmarked against the holonomic cycle of knowledge development with regards to its learning phases, thus providing a more integrative approach to strategic knowledge elicitation methods.