SECI model and the idea of knowledge conversion

SECI model and the idea of knowledge conversion

The SECI model and the notion of knowledge conversion was first introduced by Ikujiro Nonaka. These models have vast application in the areas of learning and the management of knowledge. The SECI model treats tacit knowledge subjective and experience and is based on knowledge which the person may not be able to express in the form of words or other structures like numbers, formulas. They also include some types of education, such as images, mental imaginations, and even other technical skills like crafting. However, an explicit way of knowledge is objective and is based on rational models (Nonaka, Toyama & Konno 2002). This form of experience can be expressed in words, formulas or numbers. Examples of this form of knowledge include theories, ways of solving problems, and even manuals or databases. The SECI model and knowledge conversion is the pillar of creating an experience and the method of knowledge transfer. In their theory, they proposed some four ways that enable the types of knowledge to be combined and converted. They further showed how learning could be created and shared within the ranks of the organization. Typically, tacit knowledge is in the mind while explicit knowledge is already codified and available to the people other than the person whose mind has the information.

Source: Nonaka, Toyama & Konno, 2002.

This model covers some two types of knowledge as outlined below:

Socialization: this form of expertise involves transfer from tacit to tacit. Under this category, knowledge is transfer in some ways. This form of knowledge transfer requires experience, activity. Finally, learning is captured by the method of moving around and then interacting with customers, suppliers and people who might outside or inside the organization. This method of knowledge transfer occurs mostly between people or individuals as they interact; they tend to share some conventional mental processes that lead to a better understanding (Nonaka, Toyama & Konno 2002). There are some traditional methods for knowledge transfer here. Firstly, knowledge is passed through the process of practice. The second form of knowledge transfer is through guidance. A peer guides a fellow through some ways of handling or solving a problem. The third form is through imitation. One person replicates what the other party was doing. Through repetition, the imitating party can finally learn and better at doing the task at hand. The last form is observation. Under this category, the learning party observes how some task is performed by following some experienced person do the same.

Externalization: this involves the transfer of knowledge from tacit to explicit. This conversion mechanism is often tricky but very important among other conversion processes. This process consists of the act of codifying information into documents and some manuals. These documents in the form of manuals and documents can easily be given out to people who can study and then apply the knowledge contained therein (Nonaka, Toyama & Konno 2002). However, sometimes tacit knowledge is not easy to codify, and therefore the applicability of this process remains debatable within the circles of knowledge management. Externalization often occurs between people. One such example is the face to face communication. When people talk, they are immediate feedback. One person speaks as the other person listens. In other cases, people may speak simultaneously. In all these cases, one person gets to understand the viewpoint of the other and then appreciate their understanding of concepts. Face to face talks also allows people to share beliefs and even explain their thinking in a way that benefits the listener. During such discussions, a person takes time to explain his or her understanding of knowledge and concepts in some ways that are readily understood by the listener. In the same way, the listener may also take time and explain their viewpoints. Through this back and forth process, two people talking get to understand each and gain knowledge.

Combination: this process involves the transfer of explicit knowledge to explicit form. This process is one of the simplest among the other types of knowledge transfer. The different kinds of codified expertise are combined to create other forms of new knowledge that can be useful within the organization. The combination process comes after the experience has been converted into an explicit way. This process requires the use of technology. Technology allows the precise knowledge to be converted into forms such as documents or emails that can reach many people (Nonaka, Toyama & Konno 2002). The most critical stages in this process involve collecting the relevant information from both internal and external sources, then there is the phase of editing and disseminating the information to reach as many people in the organization as possible.

Internalization: this involves the transfer of knowledge in the form of explicit to implicit. During the process of internalization, people often go through tacit forms of knowledge. During this process, the learner gets to understand the new experience, and then internalizes it. This process of internalizing new forms of knowledge often affects what the person knew before. The internalization of new types of expertise affects and changes the experience that the learner has currently.

Some factors are required for the process of knowledge transfer to work. These are vision, strategy, system, culture and staff. The concept of the organization is essential in advancing the transfer of knowledge (Nonaka, Toyama & Konno 2002). If the main of the organization is to enable and facilitate knowledge transfer, the process of knowledge transfer will thrive, and the organization will grow. The second idea is the strategy. Firms must identify which aspect of knowledge they need to develop (Bratianu, 2015). With better management and development of experience, firms are likely to gather and develop a better understanding that will assist in developing new and better products or services that will ensure growth. However, with fewer resources and poor development of knowledge, the result is often poorly designed products that never capture the market as intended. Such products or services have a shorter lifespan. The system, on the other hand, consists of some groups like communities of knowledge that brings people with different expertise together. Such people can share knowledge, interact and create even better ideas or concepts that drive the organization forward. Nonaka further described the concept of structure and staff. In the arrangement, some organizations favour very rigid systems that do not accept change. He proposed a fractal form that is agile and can gain speed fast compared to the way burdened by bureaucracy. The staff also play a critical role in the success of knowledge conversion. Namely, the middle-level managers have a crucial role in ensuring that the employees under them are trained, nurtured and motivated to serve. This, according to Nonaka, will drive the organization forward in matters of knowledge gathering, organizing, and sharing, which ensures the company or firms remains relevant through the changing times of rapid innovation.