Learning from the Inside Out:Tools and Techniques for Collectivising Tacit Knowledge in Teams

Abstract

This paper examines actively-embodied learning and was part of an action research project undertaken originally by a group of MBA students during 1996 and 1998 that was extended by the first author. The MBA teams' projects were initially undertaken as a number of consultancy projects for local companies. A number of tools and techniques were employed to promote corporate vision, reflective learning-in-action and to access tacit knowledge. It was seen that successful teams evolved into micro learning organisations through a staged process of transformation. This model can be employed to improve corporate training and development by inverting the traditional H.E. "pyramid" (theory first, then know-how and lastly personal qualities and attitudes).

Keywords: collaborative practice, experiential learning, personal development, tacit knowledge, multi-spiral learning model, corporate training