This section includes papers and articles published in magazines, trade publications and academic journals. Here is a link to Conference Presentations.
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Knowledge Harvesting During the Big Crew Change
Chapter 8, "Knowledge Retention Strategies and Solutions"
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Jay Liebowitz
2009
Jeffrey E. Stemke, Knowledge Strategist, Chevron Corporation and Larry
Todd Wilson, Founder and President, Knowledge Harvesting Inc.
Many companies face a historical difficulty in their workforce age
demographics. As increasing numbers of senior employees edge closer to
retirement, new employees are recruited to fill their places. The loss
of experienced personnel combined with the influx of young employees
is creating unprecedented knowledge retention and transfer problems
that threaten companies' capabilities for operational excellence,
growth, and innovation. We need to exploit practical, effective
retention and transfer processes and tools to minimize business
disruption and accelerate competency development.
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Implicit
Knowledge Management Research & Practice
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(2008) 6, 23 – 25.
Carl Frappaolo
A fundamental to knowledge management is the codification of knowledge
into two basic forms: explicit knowledge (i.e. easily codified and
shared asynchronously) and tacit knowledge (e.g. experiential,
intuitive and communicated most effectively in face-to-face
encounters.) There is, however, a middle ground. With dedicated and
focused efforts, some knowledge believed to be tacit can be
transformed into explicit knowledge. This body of knowledge is the
organization's implicit knowledge.
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Passing on Know-How
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HR Magazine, June 2008
Jean Thilmany.
Knowledge retention strategies can keep employees' workplace-acquired wisdom from walking out the door when they retire. |
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Chevron's Tracy Boval Moves On From Aviation
Jet Fuel Report
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Acknowledging that this transition was indeed a challenge, Global
Aviation management and I embarked on incorporating a process called
Knowledge Harvesting(R). It is a unique methodology for communicating
vital know-how that goes beyond the typical two-week transfer of files
and issues. |
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Knowledge Harvesting Translates Implicit Knowledge to Assets
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By Vicki Powers, APQC
July 2007
Knowledge management typically focuses on tacit and explicit
knowledge, which can be found in someone's head or in printed
materials. A third form of knowledge—implicit knowledge—refers to the
middle ground of knowledge that can be captured and written down once
people explore the full depth a vital process. "Knowledge harvesting"
is the mature knowledge retention methodology that enables implicit
knowledge to be articulated and turned into knowledge assets that help
an organization improve. |
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What Works: Acing the Exit Interview.
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How to mine the data in your workers' heads before the best ideas walk out the door. |
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Assessing the Business Value of Knowledge Retention Projects: Results of Four Case Studies
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2004 IFIP International conference on Decision Support Systems (DSS2004.)
Denise J. McManus, Larry Todd Wilson, Charles A. Snyder
Although the business value of Knowledge Management continues to be debated, it is evident that organizations need to manage their valuable corporate knowledge from a practical standpoint. Organizational resistance to KM efforts is attributed to the lack of evidence that KM implementations are effective and can be measured, resulting in a positive impact to the bottom line. The difficult question, however, remains of how to measure this valuable resource. Case studies are reported to show how one firm determined bottom-line value. |
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The Knowledge Management Imperative
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2003. Denise J. McManus, Charles A. Snyder, Larry Todd Wilson
Retention of expertise of key personnel and improved interaction between technology, people and processes continue to drive investments in Knowledge Management (KM) initiatives. As organizations continue to be challenged by the dynamic nature of the competitive global marketplace, the necessity to outsource critical knowledge tasks, and manage rapid turnover of key personnel, it has become imperative that managers implement KM practices. An effective KM application for preserving knowledge within the firm is presented. |
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Accelerating the Convergence of Nanotechnology, Biotechnology and Information Technology and Cognitive Science
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National Science Foundation: Converging Technologies For Improving Human Performance,
pp.154-158 (June 2002),
Larry Todd Wilson
The goal is to focus on a single NBIC-oriented idea that, if actualized, would unleash massive capabilities for improving all varieties of human performances. The “single idea” is this: Minimize the limitations of a human’s ability to assimilate information. |
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After the Gold Rush: Harvesting Corporate Knowledge Resources
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Intelligent KM feature, 2001.
Carl Frappaolo, Larry Todd Wilson
The value and leveragability of implicit knowledge is vast. However an organization must take several strategic steps in order to position implicit knowledge adequately. First, the sources and nature of the implicit bodies of knowledge must be identified and quantified. This is not an easy step. It demands a level of scrutiny beyond what is typically applied to identify tacit and explicit resources. Getting to implicit knowledge mandates taking a second look at all so-called tacit knowledge resources to determine whether that knowledge could be codified if it were subjected to some type of mining and translation process. |
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Gathering Knowledge While It's Ripe
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Knowledge Management Magazine, April 2001.
Mary Eisenhart
It has become something of a cliche' in the business theory, but that makes it no less true: a large portion of any company's assets reside in the heads of its employees, and a key goal of any knowledge management program is to enable the company to make effective use of those assets. |
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Knowledge Management Technology Review
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INSEAD CALT, 2001.
Larry Todd Wilson
Today, many organizations proclaim that they are knowledge-oriented or learning organizations. In these organizations, stakeholders often use technology to try to enhance their collective capability to capture, transform, organize and distribute information. What is happening with knowledge management and how does technology help
organizations achieve KM-related goals? |
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How to Protect Knowledge From Walking out the Door: Guess what George is taking with him?
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Workforce Magazine, 2000.
Pamela Holloway
The good news is you have a tremendous knowledge asset in George. The bad news is he's opted for early retirement. And when George leaves, so does his knowledge. |
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Creating a Knowledge Sharing Culture.
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Knowledge Management Magazine. January 2000.
Pam Holloway.
Is sharing a natural act? Traditional thinking holds that knowledge sharing is not a natural act. Many KM initiatives focus on how best to cajole unwilling participants into providing information. Bot how would it change things if were to start from the premise that knowledge sharing really is a natural act? |
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Exit Interviews - Part I and Part II - Interview Tips & Techniques.
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How to leverage Exit Interviews for capture key knowledge: 2-part Workforce Magazine article, 2000..
Find out how to use exit interviews to collect information about what it really takes to do the work. Knowledge-focused exit interviews offer HR and line personal an opportunity to collect valuable information from exiting employees. |
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Implicit Knowledge Management: The New Frontier of Corporate Capability
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1999. Larry Todd Wilson, Carl Frappaolo
Fundamental to origin of the knowledge management movement was the realization that knowledge existed in two basic forms: explicit knowledge and tacit knowledge. Pioneers in the industry have discovered there is a middle ground. With dedicated and focused efforts, some knowledge believed to be tacit can be transformed into explicit knowledge. This body of knowledge is the organization's implicit knowledge |
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Putting Quality in Knowledge Management: The Quality Professional’s Role in Corporate Memory Management
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Quality Progress, January 1999.
Larry Todd Wilson
In the July 1996 issue of Quality Progress, the future of the Quality Professional was explored, nine critical trends for change were described, and statistics were related to help identify what direction the quality movement should take to insure its own survival in the age of the “knowledge worker.” Our purpose here is to consider the unfolding of some of those trends and to describe what we see as lines of continuity between the past role of the quality professional and the emerging requirements for knowledge management. |
