Clinical Organizational Science (COS) and Ikujiro Nonaka's SECI Model: How Tacit Knowledge Connects to Organizational Transformation

DroR Inc. (Headquarters: Shibuya-ku, Tokyo; CEO: Makoto Yamanaka), a research and practice firm that observes and designs the 'invisible interaction structures' of organizations based on complex systems science and neuroscience, has published a paper titled 'Clinical Organizational Science: An Integrative Framework for Structural Intervention in Complex Organizations' in the Organizational Psychology section of the international academic journal 'Frontiers in Psychology.'

The English press release for this paper was distributed via EurekAlert!, and the broader issues raised by COS have been featured on the international science news site Phys.org. This release analyzes Ikujiro Nonaka's SECI model and COS from the perspectives of tacit knowledge, 'ba' (place), and interaction structures.

This release is part of a Clinical Organizational Science (COS) commentary series running from May 7 to June 5. In this installment, we explore the connection between Ikujiro Nonaka's SECI model of knowledge management and COS, examining how COS connects with, extends, and proposes verifiable questions regarding existing theories.

■ Definition of Clinical Organizational Science (COS)

Clinical Organizational Science (COS) is a framework that integrates complex systems science, neuroscience, organizational psychology, and behavioral science to theorize and intervene in the interaction structures that actively reproduce an organization's stable state. COS views organizational transformation not as 'individual behavior change' but as a 'transition of organizational attractors,' and presents Field Gradient Theory, Loop Conversion Design, and Neural Base Design as its core techniques. It proposes the concept of an 'emergence bridge' to connect individual habituation with organizational-level change.

■ The Knowledge Creation Cycle Demonstrated by the SECI Model

Ikujiro Nonaka's SECI model demonstrates that organizational knowledge creation progresses through the mutual conversion of tacit and explicit knowledge. The cycle of Socialization, Externalization, Combination, and Internalization is internationally recognized as organizational theory originating from Japan.

COS does not directly replace the SECI model. Instead, it re-examines the questions addressed by the SECI model complementarily from the perspectives of interaction structures, psychological safety, somatic awareness, feedback loops, and organizational attractors—all of which are necessary for knowledge creation to occur.

■ Conditions for Externalizing Tacit Knowledge

For tacit knowledge to be converted into explicit knowledge, members require a space where they can verbalize discomfort, somatic sensations, experiential knowledge, failures, and unorganized insights. COS observes these conditions through psychological safety, somatic check-ins, sensemaking, and reactions to negative information.

The Somatic Awareness Axis is a technique for treating discomfort and tension before they are verbalized as resources for collective sensemaking. In this respect, COS provides supplementary explanations for the externalization of tacit knowledge from the perspectives of neuroscience, organizational psychology, and interaction structures.

■ 'Ba' (Place) and Attractors

In Nonaka's theory, 'Ba' is essential as a relational and contextual space where knowledge creation emerges. In COS, 'Ba' is treated as interaction conditions—such as meeting structures, response norms, feedback loops, and organizational rhythms—where behaviors are generated.

While not identical, the two are complementary. The SECI model explains how knowledge is created and converted, while COS asks how to design the organizational attractors and interaction structures that enable this knowledge creation.