knowledge

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Related to Knowledges: epistemic

common knowledge

Something that is (or is believed to be) generally or widely accepted as true, whether or not it has been verified or officially recognized. It's common knowledge that corporate interests play a major role in directing politicians and the laws they create. A healthy diet and regular exercise are the best defense against disease—common knowledge at this point.
See also: common, knowledge

as far as anyone knows

 and so far as anyone knows; to the best of one's knowledge
to the limits of anyone's knowledge. (The anyone can be replaced with a more specific noun or pronoun.) As far as anyone knows, this is the last of the great herds of buffalo. Far as I know, this is the best spot to sit. Q: Are the trains on time? A: To the best of my knowledge, all the trains are on time today.
See also: anyone, far, know

have carnal knowledge of someone

Euph. to have had sex with someone. (Formal or jocular.) She had never before had carnal knowledge of a man.
See also: have, knowledge, of

Knowledge is power.

Prov. The more you know, the more you can control. Child: How come I have to study history? I don't care what all those dead people did hundreds of years ago. Mother: Knowledge is power. If you know something about the past, it may help you to anticipate the future.
See also: knowledge, power

little knowledge is a dangerous thing

 and little learning is a dangerous thing
Prov. Cliché If you only know a little about something, you may feel you are qualified to make judgments when, in fact, you are not. After Bill read one book on the history of Venezuela, he felt he was an authority on the subject, but he wound up looking like a fool in discussions with people who knew a lot more about it than he did. A little learning is a dangerous thing.

little knowledge is a dangerous thing, a

Also, a little learning is a dangerous thing. Knowing a little about something tempts one to overestimate one's abilities. For example, I know you've assembled furniture, but that doesn't mean you can build an entire wall system; remember, a little knowledge . This maxim, originally a line from Alexander Pope's An Essay on Criticism (1709), has been repeated with slight variations ever since. It is still heard, although less frequently, and sometimes shortened, as in the example.

drop someone some knowledge

tv. to give someone some information. Come on, What’s the 411. Drop some knowledge on me.
See also: drop, knowledge

knowledge in, bullshit out

and KIBO
phr. & comp. abb. a phrase expressing distress over stupidity. (Based on FIFO.) My head is just plain KIBO. I get everything confused. College is supposed to be knowledge in, bullshit out.
See also: bullshit, knowledge, out

knowledge-box

n. the head. Now, I want to get this into your knowledge-box once and for all.
References in periodicals archive ?
What does our culture and management activity say about the true value of knowledge in our company?
How is knowledge created, embodied and disseminated in this firm?
What is the relationship between knowledge and the innovations and performance the firm requires to meet its strategic objectives?
Where is our firm in terms of the maturity of its knowledge systems?
For a long time, KM skeptics have argued that organizational knowledge or collective IQ is too ephemeral to be measured.
Accepting the premise that Management Value Added (MVA) equals interest earned from an accumulation of knowledge residing with the firm, then the size of that knowledge reservoir can be calculated like this: KC = MVA/cost of capital.
Ikujiro Nonaka, a widely accepted guru of organizational learning, defines two types of knowledge (based loosely on the work of philosopher and physicist Michael Polanyi): tacit and explicit.
While documenting people's informal knowledge is key to any KM effort, it's only half the task.
Rather, they should focus on facilitating the knowledge dynamics by choosing appropriate tools for its conversion and creating an environment that is conducive to communication and supportive of the key knowledge assets - a company's workers.
Understanding knowledge communities requires studying both the social forces behind boundaries and the truth-seeking efforts to transform them.
The social need for a certain kind of knowledge, combined with the "epistemological" rules for pursuing this kind of multidisciplinary knowledge, combine to produce a particular form of knowledge community, the multidisciplinary team.
Social forces arise to defend boundaries, so "facts" will persist longer within a knowledge community than either "hypotheses" or "theories" (compare Campbell & Paller, 1989, p.
Institutional and social organization, social-psychological pressures, politics, and economic incentives all shape the pursuit of knowledge, and social epistemology is well poised to explain how such social processes help or hinder efforts to develop a better understanding of the real world.
Looking at both the social constraints on knowledge and the way that knowledge transforms communities forces the scholar to be reflexive and self-critical.
It is impossible to explain the persistence of knowledge claims in the face of social change without considering a broad range of such "interests.