Tacit knowledge is knowledge that can’t easily be put into words. I’ve been obsessed with the pursuit of tacit business skill for a few years now.
My thinking: if I could get at the tacit mental models of successful businesspeople, I’d have a better shot of success.
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Whether that’s a legit take is something for another day.
But here’s something cool: today I learnt of Lia DiBello, a researcher who specialises in the extraction of tacit business knowledge. She has one of the most interesting explanations of business ability I’ve ever seen:
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“Business is a bounded domain like chess … but instead of four corners on the board, business has three corners: capital, supply and demand. The best businesspeople are able to model how changes in each corner related to the others.”
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DiBello specialises in something called Strategic Rehearsal — which is a way of compressing decades of trial and error in business into a few short exercises.
The goal is to teach the intuition behind these three ‘corners’ of the business game board.
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Totally worth looking at:
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Replying to @ejames_c
a few I often think about:
1. grove: if someone won't do something, it's because they can't and/or won't, so you have to train and/or motivate
2. drucker: only marketing and innovation create real business value, all else is about managing the numbers & keeping the lights on
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If you’re interested in what I’ve uncovered about tacit knowledge extraction, I have a whole series on it here: commoncog.com/blog/the-tacit
I don’t know what Lia DiBello has published about tacit knowledge in business, but I’ll likely update that series once I’ve found out.
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