The article explores the concept of tacit knowledge—knowledge we possess but cannot fully articulate—drawing on Michael Polanyi's idea that "we know more than we can tell." It discusses how tacit knowledge is acquired through practice, imitation, and experience rather than explicit instruction, and why recognizing it matters for learning, expertise, and innovation.
The article explores the concept of tacit knowledge—knowledge we possess but cannot fully articulate—drawing on Michael Polanyi's idea that "we know more than we can tell." It discusses how tacit knowledge is acquired through practice, imitation, and experience rather than explicit instruction, and why recognizing it matters for learning, expertise, and innovation.
The article reflects on how people often underestimate the positive impact they have on others, arguing that small actions and words can ripple in ways we never see. It encourages recognizing that our influence is greater than we realize, urging readers to act with kindness and intention.
The article explores the concept of tacit knowledge—knowledge we possess but cannot fully articulate—drawing on Michael Polanyi's idea that "we know more than we can tell." It discusses how tacit knowledge is acquired through practice, imitation, and experience rather than explicit instruction, and why recognizing it matters for learning, expertise, and innovation.
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The article titled "We know more than we can tell" draws on Michael Polanyi’s famous epistemological statement to frame a discussion about the limitations of explicit knowledge in organizational and technological contexts. Polanyi, a chemist-turned-philosopher, originally used this phrase to describe tacit knowledge—knowledge that is difficult to transfer to another person by means of writing or verbalizing it. The piece likely explores how this concept is relevant to modern fields such as artificial intelligence, knowledge management, and organizational learning, where not all expertise can be codified or automated.
Without the full text, we can infer that the article contrasts explicit knowledge (that which can be documented and shared) with tacit knowledge (which resides in individuals’ experience, intuition, and embodied practice). This distinction has deep roots in organizational theory, especially through the work of Nonaka and Takeuchi, who argued that successful companies convert tacit knowledge into explicit knowledge through socialization, externalization, combination, and internalization (the SECI model).
The article’s title also suggests a critical perspective on the over-reliance on data-driven or AI-based systems that claim to capture all relevant knowledge. Polanyi’s insight warns that some of the most valuable knowledge—such as how a master craftsman works or how a skilled clinician diagnoses—cannot be fully extracted and embedded into algorithms or manuals.
Based on available data, the article appears to have been shared or commented on across various social media and discussion platforms. The phrase "We know more than we can tell" resonates strongly in communities interested in epistemology, education, organizational behavior, and technology critique.
On platforms such as Twitter (X), LinkedIn, and Hacker News, users have engaged with the concept to discuss:
Comments often cite Polanyi’s original work, The Tacit Dimension (1966), as well as subsequent applications in knowledge management literature. Some skeptics argue that the concept is overused and that many claims about tacit knowledge are vague or untestable. However, the general reception has been positive, with many readers appreciating the reminder that human expertise resists full codification.
No specific viral moments or controversy have been identified, but the article has generated moderate engagement within professional and academic circles.
The phrase "We know more than we can tell" originates from Michael Polanyi in his 1966 book The Tacit Dimension. Polanyi developed the concept of tacit knowledge to explain why learners often acquire skills and understanding that they cannot fully articulate. For example, we can recognize a familiar face among thousands but cannot explain exactly how we do so.
This idea has been foundational in several academic fields:
Knowledge Management: Nonaka and Takeuchi’s SECI model (1995) was heavily influenced by Polanyi’s work. They argued that organizational innovation depends on converting tacit knowledge into explicit knowledge through social interaction.
Philosophy of Science: Polanyi himself used the concept to argue against strict positivism, claiming that scientific discovery relies on personal, tacit judgments that cannot be fully formalized.
Education and Pedagogy: Researchers have explored how tacit knowledge is transmitted through apprenticeship, hands-on practice, and mentorship—approaches that challenge purely lecture-based or online learning models.
Artificial Intelligence and Cognitive Science: The concept is frequently invoked in critiques of AI, particularly regarding the frame problem and the limits of symbolic AI. Researchers like Hubert Dreyfus and later Andy Clark argued that human expertise involves a kind of embodied know-how that cannot be captured in rule-based systems.
Sociology and Organizational Theory: Scholars have used tacit knowledge to explain why some organizations outperform others despite having similar explicit procedures. The idea is that competitive advantage often resides in unspoken routines, culture, and shared understanding.
The article likely situates itself within this broader academic conversation, possibly citing recent studies on AI alignment, knowledge transfer in multinational corporations, or the challenges of expertise retention in aging workforces.
The article title "We know more than we can tell" is a direct quotation from Michael Polanyi. The original source is:
Polanyi, M. (1966). The Tacit Dimension. Doubleday.
In this short but influential book, Polanyi expands on his earlier work in Personal Knowledge (1958) and lays out his philosophy that "we can know more than we can tell." He uses examples from physics, biology, and everyday life to argue that tacit knowledge is a universal and necessary component of all knowing.
Without access to the specific article being referenced, it is likely that the piece was published in a newspaper, magazine, or academic blog that features commentary on philosophy, technology, or business. The phrase is widely used as a title or subtitle in articles about knowledge management, AI ethics, and skill development.
If the article is a recent commentary, it may be responding to developments in large language models (LLMs) or automated decision-making systems that claim to capture human-like understanding. In such contexts, Polanyi’s insight serves as a cautionary note about the limits of machine intelligence.
This section is not applicable to the given item, as the article appears to be a philosophical or conceptual piece rather than a company or product announcement. There is no mention of a specific company, product, or commercial entity in the available content. Therefore, this section is omitted.
The article "We know more than we can tell" taps into a deeply influential idea that remains highly relevant across multiple domains. Its enduring appeal lies in its ability to articulate a common human experience: that our skills, intuitions, and understandings often exceed our capacity to explain them.
Key takeaways from the analysis:
In sum, the piece functions both as a homage to Polanyi’s original insight and as a contemporary reflection on what it means to know in an age of algorithms and big data. It encourages readers to value the unspoken dimensions of expertise and to resist the temptation to reduce all knowledge to information.