Common knowledge is often wrong.
This knowledge is often passed down from one generation to the next.
Gaining underlying skills and knowledge is often an afterthought and it shouldn't be.
Scientific knowledge is often incomplete, some things (for example people, or economies) are too complex to be fully predictable right now, and may always remain so.
Recent research suggests that technical knowledge is often not the binding constraint to development, but rather the lack of good governance which inhibits public-service delivery.
Organizational knowledge is often tacit, rather than explicit, so these systems must also direct users to members of the organization with special expertise.
Any experienced hack will tell you it's a major blunder to attend an editorial conference under-prepared, but a friendly dressing down from a senior editor for your lack of knowledge is often a rite of passage.
There is also an important meta-lesson embedded here: namely, that the key to a lot of skills (like being popular or getting into college) is simply to fake them, and that the illusion of knowledge is often more important (and certainly easier to acquire) than knowledge itself.
While charlatanry (pretensions to medical knowledge) is often practiced, the office also demands an understanding of the technical equipment calculated to bring about the results that are sought, and the proper type of temperament, conditions of mind, and state of emotion.
Scientific knowledge is often conceptualized hierarchically [8].
Such knowledge is often tacit, incompletely articulated, and intuitive.
