No Doubt Research presents Zen and the Art of Knowledge Management:

...grappling with tacit knowledge is a lot like coming to grips with a Zen koan. When we work on 'making tacit knowledge explicit' we find our usual techniques let us down, leave things out, or seem to miss the point. As with the Zen koan, what is really needed to come to terms with tacit knowledge is to suspend our usual expectations and to search for a new viewpoint.

They identify eight things organizations can do to promote the flow of tacit knowledge:

1. Identify who knows what, where
2. Create talk spaces
3. Smart office layout
4. Dedicated knowledge sharing events
5. Seek cross-functional exposure
6. Brainstorming
7. Create a Knowledge Sharing Award
8. Change in culture

About a change in culture, the paper goes on to say:

...because genuine sharing is always voluntary, the challenge is to create a culture where people are eager to share their knowledge. Yet make no mistake, even rudimentary knowledge management efforts require a requisite shift in culture. To take one obvious example, the creation of a 'knowledge map' will be of no use in an organisation that is resistant to knowledge sharing. Knowing that Helen in marketing is an expert in dealing with e-commerce in Asia will be no use to anyone if she is not motivated to share her experiences with others. Knowledge management is therefore also about change management. This is a complex topic all of its own, and Trevor Williamson's workshop tomorrow will address some of the key elements in dealing with this kind of change.