Tacit Knowledge—Tacit knowledge is perhaps the most amorphous and difficult to capture
form of knowledge. It is essentially the knowledge found most commonly in the department
employees’ minds—lessons learned, the rationale behind decisions, the context of an action or
decision, wisdom, judgment, expertise, skills, and basic know-how. Tacit knowledge provides
context for people, places, ideas and experience. Tacit knowledge is typically only known to an
individual and difficult to communicate to the rest of the organization. Often, people are not
aware of the knowledge they possess or how it can be valuable to others.
ACC Resources: Knowledge Management
Effective Use of Knowledge Management to Increase Value. . . Reed Smith’s Approach
Legal Service Management 3.0 Core Curriculum Knowledge Management
Knowledge Management in the McKesson Law Department in Europe
Knowledge Management (KM) in Intel’s WW Legal Department
Steps to Governing the Knowledge Management Life Cycle
To create a knowledge management program, the law department must develop a system of
governance over the knowledge management life cycle. Knowledge governance involves:
• creating a knowledge management program to define what knowledge management
means for the organization;
Defining Goals—Clearly and specifically outline goals that the law department wants to achieve.
Current State Assessment—Assess the department’s current state of knowledge management,
both in terms of strategy and its current systems for managing different types of information.
Implementation—Prioritize and implement the necessary processes and supporting technology
to capture and manage information, including leveraging tacit knowledge.
Management/Measurement—Keep the program current and ongoing through regular, ongoing
management, measurement and evaluation.