A lot of knowledge in any kind of an organization is what we call task knowledge. These are things that people who have been there a long time understand are important, but they may not know how to talk about them. It's often called the culture of the organization.

The quote, "A lot of knowledge in any kind of an organization is what we call task knowledge. These are things that people who have been there a long time understand are important, but they may not know how to talk about them. It's often called the culture of the organization," by Howard Gardner, emphasizes the distinction between explicit and implicit knowledge within organizations. Gardner highlights that much of what drives effective functioning is task knowledge—understanding how things get done, the unwritten rules, and the subtleties of daily operations—which is often absorbed through experience rather than formal instruction.

Howard Gardner (born 1943) is an American psychologist and professor, best known for his theory of multiple intelligences. His research often explores how people learn, process information, and apply knowledge in real-world contexts. This quote reflects Gardner’s interest in organizational behavior and the ways in which cultural knowledge—the implicit norms and practices shared by long-term members—shapes productivity and collaboration.

The statement points out that much of an organization’s culture consists of knowledge that is tacit and difficult to articulate. Long-term employees often internalize these practices and values, understanding their importance even if they cannot easily explain them. This highlights the role of experience in shaping both individual competence and collective organizational identity.

Ultimately, the quote underscores the importance of recognizing and valuing task knowledge as part of an organization’s culture. Gardner suggests that awareness of these implicit forms of knowledge can improve management, training, and organizational effectiveness. By understanding that much of what makes an organization successful is not written down but lived and shared, leaders can better cultivate learning, collaboration, and institutional memory.