Structuring fragmented knowledge: a case study

When the need to record and track the point of view of different actors in organizational processes becomes a key point for decision makers, a common representation of knowledge from different perspectives and a map of the situation and the decision and action needs could be useful. A methodology that easily and transparently integrates different ‘soft’ and ‘hard’ tools in a common knowledge structuring approach is proposed to deal with complexities and uncertainties in a socio‐technical contest. The purpose of this paper is to show the potentialities of this methodology in a real case, in terms of organizational knowledge acquisition and structuring in a multi‐actor public context, a university faculty, in relation to a radical change.