Sunday, March 27, 2011

The documentation of 5T / 5D


Juho Tunkelo did ask in Qaiku about the documentation and business model of 5T /5D.

We’ve [KK-Net] used it as a back-office tacit knowledge mindset since 1987 but realized 2010 that the problem solving tool can be applied to process complex creative and learning processes.

The idea of designing it to a training, coaching and problem solving tool was initiated by Heikki Hallantie (comment on my wall in Facebook). The discussion continues in Qaiku.

In the meantime, we’ve continued to analyze problems with 5T and I started to produce drawings (cartoons) to find out how to “open up” the idea. I’ve been experimenting for some time with the idea of opening tacit knowledge and emerging ideas. The best way to learn more about 5T is to use it in problem solving situations. But there is much more to be done to get the training orders flowing ;)

The concept of VIRTUAL SUPPORT TEAM has been proposed by Paul Swansen, USA. The support could become a part of the cash-flow generation (business model) in organizations using the concept.

We could also sell the HAT and colored cards to improve the branding of 5T / 5D.

Suggest more. We’ve a new generic tool helping us to take out complexity from chaotic and unstructured problem solving situations. Tell me how you feel about it? It this point of the development “feeling” and “desire” combined with “dedication” are very important. The “data” or “knowledge” is always embedded in the problem solving situation. Execution leads to learning through “Do-it”.

Wikipedia: Tacit knowledge (as opposed to formal or explicit knowledge) is knowledge that is difficult to transfer to another person by means of writing it down or verbalizing it. For example, stating to someone that Tooting is in London is a piece of explicit knowledge that can be written down, transmitted, and understood by a recipient. However, the ability to speak a language, use algebra[1], or design and use complex equipment requires all sorts of knowledge that is not always known explicitly, even by expert practitioners, and which is difficult to explicitly transfer to users.

While tacit knowledge appears to be simple, it has far reaching consequences and is not widely understood.

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