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Knowledge, Power, and Hidden Risk

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Managing Knowledge in Organizations

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Abstract

With the objective of rendering the managing of knowledge and the presence of hidden risk more visible within organizations, this chapter examines the notion of risk and its relationship with both power and knowledge. We first begin by defining the term risk. We then look at a particular aspect of risk, referred to as hidden risk (or ‘unknown unknowns’), and how it is related to both knowledge/knowing as well as power across actual field illustrations from both the aeronautical and healthcare industries. Here, both knowledge/power-as-possession as well as knowledge/power-as-practice perspectives are incorporated into the analysis in regards to hidden risk outcomes within organizations. We also discuss how human expertise as mètis (and its associated mindfulness and power-to-act-upon) can help organizations discern and mitigate hidden risks as well as address unexpected emergencies.

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Notes

  1. 1.

    Nonaka, Toyama, and Konno (2001: 14) give a succinct example of knowledge vs information: “Knowledge is context specific, because it depends on a particular time and space (von Hayek 1945). Without a context, it is just information, not knowledge. For example, “1234 ABC Street” is just information...However when put into context, it becomes knowledge: “My friend David lives at 1234 ABC Street, which is next to the library””. The authors (as per Rosaldo 1989) subsequently add personal beliefs, values, and emotions as added key dimensions of context.

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  1. University of Quebec at Montreal, Montreal, QC, Canada

    W. David Holford

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Holford, W.D. (2020). Knowledge, Power, and Hidden Risk. In: Managing Knowledge in Organizations. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-41156-5_6

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