Eliciting Tacit Knowledge Using the Critical Decision Interview Method

Eliciting Tacit Knowledge Using the Critical Decision Interview Method

Hazel Taylor (University of Washington, USA)
Copyright: © 2007 |Pages: 17
DOI: 10.4018/978-1-59904-261-9.ch016
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Abstract

Interest in the capture of tacit knowledge within organizations has risen in recent years. However, while the capture of explicit knowledge is relatively straightforward, methods for eliciting tacit knowledge are less well-developed. This chapter briefly overviews a number of strategies for eliciting tacit knowledge and then provides a detailed examination of one of these strategies: the critical decision interview approach. The critical decision interview method can assist expert respondents to articulate tacit knowledge by probing beyond their espoused theories about their actions to reveal their practice. Tacit knowledge then can be identified by contrasting respondents’ practices with theoretical prescriptions for best practice in the field. The application of the method in an investigation of risk management in IT projects is described, and the effectiveness of this method for surfacing tacit knowledge is discussed.

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