Managing codified knowledge

We know that what we don't show that we know (tacit knowledge) is usually much more than what we show. We also know that learning and knowing often take place at the individual level. After all, how great a team can be without great members? No wonder most KM literature stresses management of tacit knowledge more than that of codified knowledge. Perhaps only technology vendors would devote entire articles on description of how to manage codified knowledge. However, it's also true that not everything that is tacit should remain tacit. We can't argue against the value of documentation in management of information systems. Managing a large application portfolio lacking documentation support is difficult assignment. Similarly, codifying knowledge may also be a discipline issue. Painful, perhaps. But with a little experience, things can get easier and easier. Converting what is tacit to an explicit form is a valuable competence that requires conscious and disciplined effort. Remember, the effect of increasing return will be experienced here.