Recognising the importance of tacit knowledge as outlined in our previous post - Unleashing Tacit Knowledge in Healthcare: Sharing Local Know-How Improves Care Delivery, we can see leading healthcare organisations are taking steps to codify, digitise, and share this invaluable know-how. Here are some strategies and tools being used to turn tacit knowledge into a sharable resource:
Internal Wikis and Knowledge Bases: Many hospitals have begun creating internal “wiki” platforms or online knowledge bases where staff can collectively document processes, tips, and local guidelines. Wikis are essentially collaborative websites that allow easy editing – think of a hospital-specific Wikipedia for procedures. These platforms shine because they are low-cost, accessible, and rapidly updatable by the very staff who use them. For example, an emergency department might maintain a wiki page for “How to activate a stroke code at Hospital X,” including all those little steps (who to page, where the key to the stroke cart is, etc.). Wikis can become an “organisational memory” where multiple professionals continuously create and refine content. Importantly, they can be adapted to each institution’s needs. One study highlighted that wikis enable knowledge bases that “quickly adapt to the local context at a low cost” – exactly what’s needed for hospital-specific practices. Some well-known examples include collaborative platforms like WikEM (a wiki for emergency medicine) and institution-specific wikis for clinical protocols. The advantage is that new evidence or local changes (say a new policy or a new form) can be instantly updated by users, ensuring the tacit knowledge repository stays current. Health organisations deploying wikis have found that they promote interprofessional knowledge sharing and break down silos, as everyone from doctors to pharmacists can contribute to best-practice notes .
Digital “Playbooks” and Mobile Apps: In addition to wikis, some institutions use more structured knowledge management apps or digital “playbooks.” These can range from simple internal websites with how-to guides, to specialized mobile apps. The antimicrobial guidelines apps are a prime example: tools like Eolas Medical compile local antibiotic policies, dosing, and advice into a handy mobile interface. The impact of these apps has been noteworthy. Clinicians describe them as having a “pocket expert” or consultant with you at all times. Senior doctors encouraged trainees to use the app not just for answers, but as a learning tool – “Why don’t we check our local protocol on Eolas?” – thus actively transferring knowledge to juniors in real time . Beyond antibiotics, some hospitals have internal apps for things like wound care protocols, perinatal emergency steps, or even a directory of whom to contact for various problems (priceless tacit info for newcomers). The key is that these tools collaboratively capture expert knowledge (often with specialists curating content) and deliver it at the point of care. One consultant noted that every hospital’s MicroGuide content is “unique to the local population” because their microbiologists infuse local tacit knowledge (like resistance patterns) into it. This shows how digital tools can preserve the nuances of tacit knowledge in each locale while making it broadly accessible to anyone with the app.
Communities of Practice and Storytelling: Not all tacit knowledge capture is high-tech. Many organisations foster regular forums, huddles, or mentorship programs to encourage the exchange of experiential knowledge. For example, some hospitals institute morning briefings or case discussions where outgoing staff share not just patient data but also their impressions and tips (as seen in the nursing handover study that added a morning meeting for reflective discussion). These create a culture where asking questions and sharing stories is normal – an important prerequisite, since tacit knowledge often surfaces through narrative and conversation. Techniques like storytelling, shadowing, and debriefing are time-tested ways to transfer tacit know-how: a senior surgeon might tell trainees how they handled a complex case (including the thought process and “instincts” involved), thereby verbalising tacit skills that would otherwise remain hidden. Some institutions formalise this via mentorship pairings or knowledge-broker roles – experienced staff tasked with coaching others and capturing their insights. While these methods may not involve fancy software, they are crucial: technology can support tacit knowledge sharing, but human interaction is often needed to truly convey the subtleties. Indeed, even with an electronic handover system, researchers found that “some kind of face-to-face communication is necessary to ensure all aspects of clinical judgment and reflection” are passed on. Savvy organisations strike a balance – using digital tools to store and disseminate knowledge widely, while maintaining interpersonal channels (meetings, Q&A forums) to handle the nuanced or emergent tacit knowledge that arises day-to-day.
Converting Tacit to Explicit: A core part of any tacit knowledge strategy is encouraging staff to externalise what’s in their heads. This often means guiding them to document processes step-by-step (flowcharts, checklists, “how-to” guides), or using Q&A formats to draw out expert knowledge. Some hospitals run “knowledge capture” workshops with soon-to-retire experts, systematically recording their tips and insights. Others leverage quality improvement projects: for instance, after an incident review, the team explicitly writes down the lessons learned (tacit wisdom) as a new protocol or training point. According to experts, converting tacit knowledge to explicit form is a cyclical process – you identify critical know-how, “harvest” it through interviews or observation, codify it into a repository, and continuously update it . Tools like video demos, checklists, and decision support built into electronic systems can all embed tacit knowledge in more explicit ways. The goal isn’t to capture everything (impossible, since tacit knowledge is vast), but to prioritise high-impact areas (e.g., procedures prone to errors, or knowledge crucial for new staff). By doing so, hospitals create a learning loop where everyday practice informs shared knowledge, which in turn improves practice for everyone.
Across the globe, from large academic hospitals to smaller clinics, there’s a clear trend: knowledge management in healthcare is gaining attention as a pathway to better performance. Advances in health IT – from intranets to mobile apps – have made it easier to implement these tacit knowledge solutions. However, technology alone isn’t enough; success also depends on organisational culture. Staff need to feel encouraged (and rewarded) to contribute what they know. Leadership support is key – when leaders champion the use of an internal wiki or model the behavior of consulting the knowledge base instead of relying solely on memory, it sets a norm for others. Many health organisations are therefore pairing tool deployment with initiatives to build a knowledge-sharing culture – for example, recognising staff who contribute helpful content or incorporating knowledge-sharing into performance metrics.
Conclusion: From Hidden Wisdom to Shared Success
Tacit knowledge may be intangible, but its impact on healthcare delivery is very real. It’s the glue that holds processes together, the “secret sauce” behind expert performance, and often the differentiator between organisations that learn and adapt and those that struggle. By investing in systems to capture and share tacit knowledge, healthcare organisations can ensure that what everyone knows becomes what everyone needs to know.
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