Woven Knowledge

Woven Knowledge is a psychological and educational term for defining knowledge learned over time, without understanding the theory or principles behind the knowledge gained. The term was orginal coined and defined in the book Design is Not a Matter of Taste, It's a Business by author Jacob Lindborg.
The idea is a powerful perception, as it is so strong to our mental state, born from thoughts through thousand of hours. Your specific idea might be a spur of the moment, as it explodes into your conscious, but it is building upon many thoughts and ideas through your carrier. To bring an idea to live, you must go through many threads of thought, as you weave your epiphany. To share such an idea with others, can be an almost impossible task, as they haven't gone through the same thought process as you, and to bring it forth, you must reconstruct your process for them.
Instinct
The instinct you think you have, is the knowledge that you base your thoughts and discussions upon. When ever you must decide on a solution, your thoughts will guide you in one specific direction. These thoughts are the result of many previous conclusions, building on each other, as you pass through your carrier. These threads form in our unconscious mind, establishing your perceived instincts.
When we experience conflicts on ideas with our colleagues or clients, these instincts can quickly become a problem, as they often can’t be explained. Your instincts is an unconscious basis for decisions, often woven into your memory as how, not why. You know what is true, you know how to solve the puzzle, but you can’t explain why. The dilemma doubles, when your colleagues have the same instincts, though from a different perspective, threaded into a different solution. In such circumstances, your ideas won’t align as they are competing against each other, woven from different perspectives into different solutions. Even when your knowledge is build on scientific theories and facts, your colleague won’t know why you came to your conclusions, as he or she is still bond to their perceived fact.
Conflict
To solve the conflict, it’s important to take a step back, look at the solutions, reconstruct the thought process and learn the why. Your colleagues might not do the same and to find the right solution, you must include them in the process as they must be part of the result. Unthread these different perspectives and reconstruct them as one, as you will interpret a new shared and common ground.
These conflicts is the most common type of problem between colleagues, as they all think they have the answer, even though they only believe to know the solution. When we enter such conflicts, we quickly forget each others threaded length and will always add more value to our own instinct, as we believe it to be right, since it’s woven into our knowledge.

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