The creation of knowledge depends on an enabling context, or ba, that is shared by people and fosters relationships among them. The knowledge created depends on the situation and the people involved. Scrum creates ba by fostering relationships and effective collaboration, and facilitating interdisciplinary activities between the scrum team, which is a self-organising and multi-disciplined organism, and the product owner representing the business.
Scrum builds a social environment that connects the product owner, the scrum team and the scrum master. In the sprint planning meeting, the process of socialisation allows the product owner and scrum team to share their tacit knowledge with a mutual exchange of ideas and viewpoints. The product owner's tacit knowledge includes subjective insights and experiential wisdom about the features they desire. Whereas, the developers' tacit knowledge includes their intuition for the product owner's needs and their technological know-how. Based on their collaboration to explore and understand selected user stories they create new tacit knowledge. This is converted into explicit knowledge, in the form of evolving code and emerging features, by the process of externalisation which proceeds throughout the sprint.
While the enablement of knowledge creation relies fundamentally on the emotional attachment of the people involved and their care for the organisation and their colleagues, it also includes the facilitation of the relationships and the conversations. The scrum master's broad responsibility is to facilitate collaboration by encouraging active communication among the scrum team and between its members and the product owner, and by channelling the energy created by their interactions to create ba.
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