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KNOWLEDGE HARVESTING




KNOWLEDGE HARVESTING
Is an integrated set of processes whereby the often hidden insights of top performers are converted into specific, actionable know-how that can be transferred to other employees via software?  In the process, top performers verbalize their tacit know-how and thereby make it explicit.

KNOWLEDGE HARVESTING PROGRAMS APPLIED WITHIN ORGANISATIONS.

Collaboration between old and new employee
One way is to allow the soon-to-retire individual to work flexible hours while helping transition another individual into their current role. This is something that would take some time, so the retiree would have to stick around for a while. Incentives to keep the veteran around could include unlimited time off, work from home half time, half days, etc. By giving them a large amount of flexibility, they might not be willing to put off retirement for a little longer.
On-Site Observation
Process of observing, interpreting, and recording expert’s problem-solving behavior as it takes place ® Places the knowledge developer closer to the actual steps and procedures used by the experts
Brainstorming
An unstructured, consensus based approach to generating ideas about a problem ® Suitable for multiple experts ® All possible solutions considered equally ® Emphasis is on the frequency of responses during the session ® Conclude by idea evaluation.

POTENTIAL SUCCESS FACTORS THAT KNOWLEDGE HARVESTING PROGRAMS SHOULD EXHIBIT.
Several intra organizational factors drive knowledge-harvesting design: the principal being tacit knowledge enablers and inhibitors; the criticality of the knowledge to the organization; the need for immediate transfer; the complexity of the knowledge topic; the qualities of knowledge contributors; the characteristics of knowledge seekers; the dispersion of knowledge contributors and knowledge seekers; the type of facilitation required; and the need for external review and validation


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