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tacit-knowledge
Unarticulated skills and insights that managers and workers develop through experience, which are difficult to formalize or automate.
1 chapter across 1 book
Mind over machine: the power of human intuition and expertise (1988)Stuart E. Athanasiou, Tom Dreyfus
Chapter 6
Chapter 6 explores the tension between managerial art and management science, emphasizing the limitations of formal analytical tools in capturing the nuanced expertise and intuition of effective managers. It critiques the overreliance on quantitative decision models and highlights the importance of tacit knowledge, human judgment, and democratic values in management decision-making. The chapter also surveys the state of decision analysis, the challenges of automation in managerial contexts, and the sociological implications of expertise and labor.