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Knowledge Creation View of Scrum
Written by Lisbeth Cardoso   
Tuesday, 27 November 2012 16:19


In 1995, two Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, were the first to highlight the necessity of creating new knowledge and use it to produce successful products in their 284 pages paper The Knowledge-Creating Company.

Nonaka and Takeuchi divide knowledge in two types: tacit knowledge, learned only by experience and usually reflected in our intuitions and reactions, and explicit knowledge, contained in manuals and procedures. Being able to convert tacit into explicit knowledge is the key to success nowadays.

Scrum practices encourage the creation of knowledge. Through cycles of socialization, externalization, combination and internalization, Daily Scrums are a great tool to achieve knowledge creation.


In the Daily Scrums, the tacit knowledge of each team member is socialized with the rest of the audience. The externalization of this tacit knowledge is very useful to both the team and the project; it will generally lead to a Backlog increment. Afterwards, other team members can combine this knowledge with other knowledge they have, either tacit or externalized, and incorporate it into their workloads.

Thanks to Scrum, developers can share their tacit knowledge, create and validate new concepts, and spread knowledge all over their projects and company.

Because customer preferences change constantly, Scrum will teach companies how to continuously create and exploit knowledge in order to prevail in this always evolving and competitive software development world.

Last Updated on Tuesday, 27 November 2012 16:30