There is much confusion among organizations about the learning processes whereby new knowledge is acquired, understood, internalized and ultimately utilized. To help relieve the confusion, it is useful to have a way of thinking about the types of newknowledge being acquired and the means of acquiring it. The following table presents one way of organizing the various forms of knowledge that ultimately result in specific things being done.


The usefulness of having an ontology of this sort is so that you can understand what type of knowledge you are learning and where the gaps are. For example, learning a process without understanding the theory it is based on results in inefficiencies and ultimate deterioration of the process as implemented. Similarly, undertaking a project without the right tools used according to a plan and interfaced according to a framework results in chaos. Understanding this ontology also helps to communicate the knowledge in the right way at the right level. It does no good to communicate theory with case studies that illustrate techniques or to teach people tools by discussing models of knowledge acquisition.

One insight that comes from this organization is the idea that a complete learning organization needs all of these types of knowledge. they need a model and a process, the framework and the tools etc. Elements at the Knowledge - Rationale level inform the Means and Actions and, allow the evolution and replacement of means and actions without disruption. For example, if there exists a good framework based on sound theory and models, then specific tools can be exchanged, replaced and updated without disruption. Best practices can be incorporated developed and the entire system doesn't need to be replaced.

Too often, people mistake a tool for a framework and focus on the actions without understanding the system. This is a path to disruption later as new tools, new techniques and new methods are developed and they need to be used or else the organization falls behind.