Series on Knowing What You Don’t Know: The Hidden Variable in Project Success
Part 6: Knowledge is Cultural — Not Just Informational
One of the least discussed dimensions of knowledge management in pharma is culture. It’s not just about tools or databases — it’s about what people feel safe saying, what gets rewarded, and what’s considered taboo.
Consider “political known knowns” — information that’s technically acknowledged but socially suppressed. For example, teams may “know” that timelines are unrealistic or that a CRO is underperforming, but avoid raising the alarm for fear of seeming negative or uncooperative.
This is where leadership must foster a culture of intellectual honesty. Are junior staff empowered to question assumptions? Are bad news and uncertainty welcome at the table—or avoided?
External facilitators (like those from Phetairos) are often critical here. They can bypass internal power dynamics and surface issues that otherwise go undiscussed.
Takeaway: If knowledge is power, then silence is risk. Culture determines whether your teams unlock knowledge—or bury it.
By Mike Florence, Volker Möckel, Stephen Bingham