The function of personal knowledge, understanding, and judgments in achieving effective organizational performance is becoming clearer. Early on, managerial emphasis on work procedures and methods was placed on observable work. Later, it included the role of information and information flows, which are also observable. Now, focus is shifting to include knowledge. It has always been understood that know-how and expertise influence quality of work. However, the knowledge focus has tended to be centered on the individual’s educational and training background and not on considerations of systematic perspectives for broader work processes or knowledge mechanisms within organizations. There has been little focus on invisible work, particularly on how workers think and utilize knowledge when performing tasks.

In the Tayloristic world of a century ago, the role of the worker was to execute work according to instructions and job descriptions. Work processes were considered to be definable and repeatable. For most, that has changed —and continues to change. Workers on all levels—managers, professionals, crafts workers, and “unskilled” workers—are all required to think independently to act effectively. They must respond to daily work challenges in ways that serve the enterprise, its customers, and themselves in the best way possible. Truly repetitive and routine work is increasingly automated, with the more demanding also including embedded artificial intelligence (AI) capabilities.

An example illustrates the new situation: Workers whom many consider to be semi-skilled, such as the room service personnel at Ritz-Carlton and Inter-Continental hotels, are increasingly expected to implement the corporate strategies of exceptionally friendly and effective service. They are asked to be on the outlook for problems and anomalies, to identify and to service special guest requests, and to recognize opportunities for improved and more effective ways of working and serving guests. Many of their challenges fall far outside conventional job descriptions for such positions, but the personnel is expected to identify the challenges and handle them quickly, competently, and innovatively. As a result of the success of this and similar actions in other areas, both hotel chains receive very high degrees of customer loyalty. The strategy has been implemented effectively.

Making the hotel model work requires good task knowledge. But people who do the detailed work must also have in-depth understanding of the enterprise’s goals and intents and the broader knowledge and motivation to “think outside the box.” They must use critical thinking and have personal motivation to exert the additional energy and take the next step. Perhaps more than anything else, they require the freedom to act and must understand that the guestsupportive actions are appreciated and rewarded by both management and the guests themselves. They must also understand that the better they perform their work, the better is the success of their organization and their own job security.