When one starts to dig into knowledge it is interesting to see the many possibilities allowing to differentiate knowledge. Most of us will have heard about “know-how” which is associated with procedural knowledge. It then will not be astonishing to hear that “know-that” is used to describe factual knowledge.
Leaders will often be less concerned by these two types of knowledge and much more by “know-why” knowledge. For many, it is an essential element in their decision-making process. However, it is knowledge that cannot be taught and needs to be figured out. It is a knowledge people develop for themselves.
Sometimes it is knowledge that emerges from the way available data and defined criteria allow to evaluate a situation. But it can also be knowledge that emerges from an idea leaders decided to follow and implement.
Such a why contributes to one’s understanding of an objective and how it contributes to one’s projects. It is a why that will be used consciously and proactively.
But sometimes none of these exist. Sometimes it might not even be clear that such knowledge can be made available. This is when there is little awareness available of what it is that guides one’s actions. That there is a why present in us that seeks to support us but does so using a choice of attitude we may not pay attention to. The attitude being seen as one’s nature. But, in every decision made, one will find its impact, for example through more defensive than constructive choices.
Becoming aware of the existence of such a why is a crucial element for the leader’s self-awareness. It makes a choice available between one’s internal why serving many of our reactions or an external why that has become fundamental to one’s vision.
What makes know-why knowledge also relevant for the leader is how it provides him with a map. Knowing why not only makes decisions more accessible, but it also becomes the connector with other decisions making it possible that they become consistent with one another.
Being clear of one’s know-why can also provide an essential tool for communication. Teams that know why they do something find themselves better able to make adjacent decisions necessary to perform the task they have been given. It provides a value that is taken as guidance.
