Knowledge management theorists are engaged in the goal of 'extracting' tacit knowledge from people's minds, making it explicit in a knowledge base. Forget about whether or not this can be done: suppose it can. What happens if the thus-extracted knowledge turns out to be useless? In some cases, it may be contextually inappropriate, but in others it may be the result of bias and prejudice, misinformation, ignorance, or plain stubbornness. The authors spend a fair number of words on context and timing, but the deeper question is: once we have tacit knowledge in our knowledge base, how do we validate it? PDF.
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