Tacit Knowledge in Military Leadership: A Review of the Literature.

Abstract

This report reviews the theory of tacit knowledge and its theoretical and empirical background. The authors propose a three category structure for the tacit knowledge in military leadership: intrapersonal, interpersonal, and organizational. That structure was derived from instances of leadership tacit knowledge inferred from a review of military trade journals, military 'lessons learned' publications, and military memoirs. The report presents instances for the three categories. The proposed structure and representing instances are discussed in terms of (1) tacit knowledge in civilian business management; (2) U.S. Army leadership doctrine; (3) applicability across organizational levels of the U.S. Army (battalion, company, and platoon); and (4) the likelihood of further elaboration and replication of the proposed structure with application of other data collection methods. (RWJ) ( SF-298)

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Document Details

Document Type
Technical Report
Publication Date
Oct 01, 1994
Accession Number
ADA291140

Entities

People

  • George B. Forsythe
  • Joseph A. Horvath
  • Patrick J. Sweeney
  • Robert Sternberg
  • Wendy M. Willams

Organizations

  • Yale University

Tags

Communities of Interest

  • Biomedical
  • Human Systems
  • Weapons Technologies

DTIC Thesaurus Topics

  • Commerce
  • Doctrine
  • Instructors
  • Leadership
  • Leadership Training
  • Lessons Learned
  • Management Personnel
  • Military Organizations
  • New York
  • Personnel Management
  • Psychology
  • Schools
  • Social Psychology
  • Social Sciences
  • Students
  • United States
  • War Colleges

Readers

  • Military History / Militaries and War Studies
  • Organizational Process Management (OPM).
  • Systems Analysis and Design

Technology Areas

  • AI & ML
  • AI & ML - DoD AI Strategy