by Rob Malcolm | Apr 5, 2026 | Source Note
Organisations don’t usually fail to learn. They build: knowledge repositories training programmes communities of practice They invest heavily. And yet, over time: 👉 learning declines 👉 capability erodes 👉 adaptive capacity weakens The assumption Most models assume: 👉...
by Rob Malcolm | Apr 5, 2026 | Source Note
Organisations measure the wrong things. They track: training completion document production framework maturity All of it looks like progress. None of it measures learning. A better lens From practice: 👉 Learning Throughput = the rate at which knowledge becomes...
by Rob Malcolm | Apr 5, 2026 | Source Note
SECI is not just a flow of knowledge Most explanations of SECI stop too early. They describe a neat spiral. That’s accurate. But it misses the point. Figure 1: SECI Layers In Figure 1, the top layer is the traditional SECI Knowledge Spiral, comprising: Socialisation...
by Rob Malcolm | Apr 5, 2026 | Source Note
Framing Insight The SECI spiral explains how knowledge is created, but does not explain where that process becomes effective. Ba and Basho describe the field conditions that enable SECI to function in practice. The Missing Layer Most organisations invest heavily in:...
by Rob Malcolm | Apr 4, 2026 | Source Note
Research into tacit knowledge sharing has consistently identified a small set of key conditions: social interaction, experience sharing, observation, informal relationships, and mutual trust. These conditions trace a long tradition from Polanyi to Nonaka, emphasising...
by Rob Malcolm | Apr 3, 2026 | Source Note
This note explains the mechanism. The NaturFlourish story shows what it looks like in practice. Argyris explains why organisations fail to learn even when insight is available. (Argyris, 1977, 1982, 1991). He provides the psychological and structural mechanisms...