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Knowledge use can be highly dependent on the judgment of professionals who translate “book knowledge” into practice. Practitioners use judgment and interpretation to create new knowledge suited to local circumstances. Some of this knowledge is unique to individuals, but often local knowledge is valuable if shared with others facing similar challenges. Knowledge use can be difficult under the best of circumstances. Professionals regularly take many human and technical factors into consideration when learning to apply what they know to new circumstances. Much of this learning is informal. It takes place on the job as professionals learn through and from their experience of using what they know to meet the needs of a range of unanticipated circumstances. Organizations can reap dividends when conditions support effective informal learning on the job. The consequences of not doing so can be seen in lost opportunities and ineffectiveness. In some settings, such as healthcare, life or death outcomes can weigh in the balance. In all cases, lost learning diminishes the quantity and quality of knowledge generated and shared, and as such, detracts from the goals of knowledge management. In this chapter, we address the relationships between informal learning and knowledge creation, sharing and management in organizations. We first explore the social dimensions of knowledge management in relationship to the informal learning literature in order to examine potential links between the two with a focus on how professionals learn and generate new ideas or practices at work. We turn then to the heart of this chapter based on a multiple case study of informal learning and complex problem solving of radiologic technologists. This research provides an in-depth look at knowledge creation and sharing through the lens of informal learning.

Informal Learning and Complex Problem Solving of Radiologic Technologists Transitioning to the Workplace