Article: Rockfish read Jane's memo and is intrigued by the idea of KM, but he is still not so sure that he understands how it all works. He googled KM and discovered that the Nonaka and Takeuchi model was one of the most widely accepted foundation schemes for KM users. Jane being the good manager that she is told Rockfish to speak with you. Rockfish did so and now he has asked you to give him a short 6 slide PowerPoint with speaker notes explaining the model and how it might work at Global Delivery Direct. Use the example of Dawn Jasper, the current administrative assistant to the airplane purchasing agent. She knows everything there is to know about buying a plane but since she is not the person doing the negotiations her knowledge is never really sought after by anyone but her boss. Explain how this information could be shared with others using the KM model and cycle tasks. Response: Organizational knowledge creation is understood as a process that amplifies knowledge created by individuals and crystallizes it as part of the knowledge network of an organization The Nonaka and Takeuchi is one of the more robust models used in the field of KM. There are four modes of knowledge conversion: From tactic knowledge to tactic knowledge: process of socialization This process consists of sharing the knowledge in face-to-face, natural, and typically social interactions. Understanding through sharing of mental modes and brainstorming to come up with a new idea, apprenticeship, or mentoring interactions. Dawn Jasper knows everything there is to know about buying a plane but since she is not the person doing the negotiations her knowledge is never really sought after by anyone but her boss. Sitting down and talking with Dawn will help GDD figure out how to share this knowledge.               2. From tactic knowledge to explicit knowledge: process of externalization In this model individuals are able to articulate the knowledge and know-how and in some cases the know why and the care why. This knowledge can be written down, recorded to make it more tangible. After talking with Dawn, it is important to write down all of her knowledge to make it more accessible and available across the company.             3. From explicit knowledge to explicit knowledge: process of combination The process of recombing discrete pieces of explicit knowledge into a new form. Examples would be a synthesis in the form of a review report, a trend analysis, a summary or a new database to organize the content. Developing a training course would be an example. Having the written information Dawn shared in step two will allow GDD to have this information stored in a database and give GDD the option to develop a training course to allow other employees to know the ins and outs of buying a plane.                 4. From explicit knowledge to tactic knowledge: process of internalization. The infusion and embedding of newly acquired behavior and newly understood revised mental modes. Learning is by doing! Internalization converts shared and/or individual experiences and knowledge into individual mental modes. For the last step, having several employees other than Dawn access the information and apply it would be beneficial to the company. Innovation and KM need to sit within a single strategic umbrella, focused on organizational competence. Allowing Dawn to share her knowledge on how to buy a plane will create more competence across the company. This will lead to more opportunities for employees and create a system that makes information easily accessible. Question: From the article above, was there a proper response provided about the KM cycle and the N&T model?  Can you elaborate?