In the fast-paced world of software development, where technologies evolve rapidly, markets are increasingly disrupted and shifting customer demands, the knowledge held by employees stands out as an indispensable —if not the indispensable— asset in software engineering organizations. Whilst there are various taxonomies of knowledge, the distrinction between Tacit and Explicit Knowledge plays a crucial role in software development.
What is Tacit Knowledge?
Unlike explicit knowledge, which can be easily documented and shared, tacit knowledge is the deep-seated, often subconscious understanding that developers accumulate over years of hands-on experience. It’s the “gut feeling” a seasoned programmer has when debugging, the intuition that guides design decisions, the unspoken understanding of team dynamics, the familiar relationship with customers, and knowing who to speak to about particular issues.
Tacit knowledge is the result of countless hours spent coding, debugging, and collaborating. It’s developed through practice, observation, and the subtle absorption of nuances in code patterns, user behaviors, and system performance. This knowledge cannot be found in textbooks or taught in a classroom; it’s acquired through doing, through trial and error, and through the lived experience of solving real-world problems. Furthermore, it can be very domain-specific and company-specific.
How much of software engineering knowledge is tacit?
The literature on this varies, but there is a general consensus that explicit knowledge represents only the tip of the iceberg when it comes to the critical knowledge that keeps software development companies competitive. Conservative estimates suggest that tacit knowledge comprises 70-80% of the knowledge within a company, though this can vary depending on the specific context and domain.
A glaring risk
Software engineers tend to be highly mobile, driven by excitement for new ideas, projects, and technologies. Additionally, the opportunity for significant pay raises often incentivizes them to seek new positions. As a result, engineers frequently move either within their current company or, if opportunities are limited, to another company. This mobility, while beneficial for individual growth, poses a significant risk to organizations: the potential loss of critical tacit knowledge.
Losing tacit knowledge brings with it a myriad of negative impacts:
- Decreased productivity and efficiency
- Increased operational costs
- Reduced innovation and problem solving capacity
- Lower quality and increased errors
- Client relationship strain and reputational damage
- Regulatory fines, loss of revenue, damages litigation
We're looking in the wrong place
>Worryingly, software development organizations and the vendors whose tools they purchase often try to address this risk by attempting to convert tacit knowledge into explicit knowledge. In short, they try to document everything. However, this approach is fundamentally flawed due to the very nature of tacit knowledge, which is inherently personal, context-dependent, and difficult to articulate.
This is where Knowledge Fabric comes in. While industry players focus on capturing explicit knowledge, we have developed a technology that identifies, protects, and leverages tacit knowledge within the organization. By recognizing the unique value of tacit knowledge and providing tools to preserve it, Knowledge Fabric ensures that this critical asset remains within the company, even as engineers move on to new opportunities
Talk to us today
Are you interested in learning more about how Knowledge Fabric can protect and enhance the tacit knowledge within your organization? We’re here to help you unlock the full potential of your team’s expertise. Talk to us today, and let’s start a conversation about how we can deliver lasting value to your business. Email us on letstalk@knowledgefabric.io.