Knowledge Harvesting : global leader in knowledge retention services : knowledge capture methodology

Papers & Articles

Passing on Know-How. Jean Thilmany. HR Magazine, June 2008	Knowledge retention strategies can keep employees' workplace-acquired wisdom from walking out the door when they retire.
What Works: Acing the Exit Interview. Paul Kaihla, Business 2.0, May 2004	How to mine the data in your workers' heads before the best ideas walk out the door.
Assessing the Business Value of Knowledge Retention Projects: Results of Four Case Studies 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.
The Knowledge Management Imperative 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.
Accelerating the Convergence of Nanotechnology, Biotechnology and Information Technology and Cognitive Science 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.
After the Gold Rush: Harvesting Corporate Knowledge Resources 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.
Gathering Knowledge While It's Ripe 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.
Knowledge Management Technology Review 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?
How to Protect Knowledge From Walking out the Door: Guess what George is taking with him? 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.
Creating a Knowledge Sharing Culture. Pam Holloway. Knowledge Management Magazine. January 2000.	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?
How to leverage Exit Interviews for capture key knowledge: 2-part Workforce Magazine article, 2000.. Exit Interviews - Part I and Part II - Interview Tips & Techniques.	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.
Implicit Knowledge Management: The New Frontier of Corporate Capability 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
Putting Quality in Knowledge Management: The Quality Professional’s Role in Corporate Memory Management 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.