What Is Knowledge, Really?

Opening

Welcome to *Iconoclast Insights*. I’m André Daus, and today we’re diving into the slippery concept of knowledge. What is it? How do we handle it? And why do so many attempts to pin it down—like in fancy knowledge management systems—seem to miss the point? Let’s get started with a story.

The Knowledge Management Conundrum

A while back, I was working on a project where the manager proudly showed off their knowledge management system. “We document everything we learn,” they said. “And before you leave, André, you’ll need to dump all your knowledge into it too.” My response? “Great, so I’ll be typing until I retire.” They looked puzzled, so I explained: “As soon as I start writing what I know, I’ll learn something new. That new knowledge has to go in too. It’s a never-ending loop!”

The manager chuckled, found it intriguing, and—spoiler alert—I never ended up contributing to that system. I’m not even sure it’s still around or if anyone ever used it. But this experience stuck with me because it’s a perfect example of how organizations obsess over collecting “knowledge” without really understanding what it is. Especially now, with AI in the mix, companies think they need to gather all their knowledge into one place to feed the machines. But here’s the kicker: what *is* knowledge, anyway?

Defining Knowledge: Beyond Information

Knowledge isn’t easy to pin down. Sure, there are textbook definitions—explicit knowledge, tacit knowledge, a priori, a posteriori—but I think they’re insufficient. Knowledge isn’t just information. If it were, we wouldn’t need two separate words. They’re interconnected, yes, but not the same.

Let’s try a philosophical angle first. Plato defined knowledge as “justified true belief”—you believe something, it’s true, and you have good reasons for it. Sounds solid, right? But then along came Edmund Gettier in 1963 with his famous “Gettier problem.” He showed that justified true belief isn’t always enough. Imagine Alice glancing at a clock that says 2 p.m. She believes it’s 2 p.m., and it *is* 2 p.m., but the clock stopped 24 hours ago. Her belief is true and justified, but it’s only right by luck, not knowledge. Philosophers have been wrestling with this ever since, debating what else knowledge needs.

That’s all very theoretical, though, and I’m not here for academic puzzles. I prefer a practical take: knowledge is information multiplied by experience. Information alone is just facts—raw data sitting in a system. Experience is what brings it to life, refining and applying it. Without experience, information is untested; without information, experience lacks focus. The multiplication part? That’s the magic—it’s a compounding effect. Even a little information, paired with deep experience, can yield powerful knowledge.

Why Knowledge Management Systems Fail

This brings us back to those clunky knowledge management systems. Organizations pour money into them, thinking they’re building a treasure trove of knowledge. But what they’re really storing is information—documents, best practices, case studies. Without people engaging with it, interpreting it through their own experience, it’s just static data. That system from my project? Bought for a fortune, probably never used. Why? It couldn’t capture or enable the experience part of the equation.

Take explicit knowledge—stuff you can write down. That’s what these systems hoard. But tacit knowledge—the intuitive, hard-to-articulate know-how in people’s heads—that’s where the real value lies. You can’t just document it. It needs mentorship, hands-on practice, or what some call “communities of practice” (a term I’m not wild about—it sounds like people aimlessly hanging out). The point is, knowledge doesn’t transfer through databases alone; it thrives in human interaction.

The Knowns and Unknowns of Knowledge

Let’s dig deeper with a framework Donald Rumsfeld popularized in 2002—worth a YouTube watch, by the way. He talked about “known knowns” (things we know we know), “known unknowns” (things we know we don’t know), “unknown knowns,” and “unknown unknowns.” The last two are where it gets juicy.

• Unknown Knowns: These are things we know but don’t realize we know—like a veteran worker solving problems effortlessly without explaining how. It’s intuitive, baked into experience, but not documented. Surfacing this takes reflection, questioning, maybe even Socratic-style probing.
• Unknown Unknowns: The wild card—things we don’t even know we don’t know. Think emerging trends, tech shifts like AI, or risks that blindside us (remember the financial crisis?). You can’t document these, but you can hunt for them with scenario planning, diverse perspectives, or just relentless curiosity.

Organizations fixate on the “known knowns,” stuffing them into systems. But the real breakthroughs hide in the unknowns—and you don’t find those by playing it safe.

Unlocking Hidden Knowledge

So how do we tap into this? It’s not about capturing what we already have—it’s about sparking discovery. Workshops with liberating structures can tease out unknown unknowns. Talking face-to-face beats writing every time; it lets you share emotions and experience, turning information into knowledge for someone else. Curiosity is key—shifting from “what do we know?” to “what *else* might be out there?”

But it’s not a one-off thing. A single workshop won’t cut it. Real change—internalizing new ways of thinking—needs sustained effort, new habits, a culture of continuous learning. Life’s a constant stream of adaptation, from birth to death. Tracking “progress” sounds nice, but it assumes a straight path. Growth isn’t linear; it’s messy, ongoing, and personal.

A Call to Evolve, Not Store

Here’s the bottom line: most organizations treat knowledge like a filing cabinet—store it, lock it, done. But real knowledge is dynamic. It’s how we interpret and apply information in fresh contexts. Don’t ask “what do we know?” Ask “how do we know it, and is it still valid?” Stop managing knowledge in systems. Focus on evolving it—with your team, your organization, maybe even society.

Thanks for tuning in to *Iconoclast Insights*. Remember, the world changes when someone dares to see it differently. Why not you?