We present the findings of research conducted by way of a complete pilot study on two teams within an organisation we choose to label organisation X. Certainly from a knowledge management perspective, tacit knowledge is vital in preventing knowledge loss from skilled staff leaving the workplace and taking the ‘soft’ knowledge with them. More proficient means of capturing this knowledge by mapping who is likely to be more tacit knowledge savvy and how these personnel interact with other staff may yet provide the key to better attaining a handle on its diffusion. What we present here is our research into assessing tacit knowledge capabilities of individuals but also importantly the inter-personal relationships of individuals as a means of determining likely tacit knowledge transfer. Our methodology utilises both a psychological and social network approach at a macro level. What we present here are the results of a pilot study whilst detailing our methodology at more of a micro level. Within this paper, we focus on our tacit knowledge research from a quantitative positivistic perspective. Results seem to suggest that certain personnel who are not necessarily considered experts may be good tacit knowledge receptors, whilst personnel in general may be too reliant on electronic means of information transfer which impedes the tacit knowledge diffusion process.