Many aspects of an organization can contribute to successful Knowledge Harvesting. In an idealistic setting, the organization has a fully developed knowledge management process and employees frequently contribute and extract knowledge from the organization. However, the actual process of harvesting knowledge is an intricate mix of methods, behaviors, and motivations. Although these factors complicate knowledge harvesting, understanding them provides insight into the process of knowledge harvesting. As discussed earlier, an understanding of knowledge harvesting can allow organizations to use it to provide value to the business and eliminate redundancy.
Understanding where knowledge harvesting should occur is one crucial portion of formalizing the knowledge harvesting process in an organization. Knowledge is exchanged in two broad settings, formal and informal (Coakes). Formal settings include situations like exit interviews and official meetings for project updates. Informal settings are much more varied, ranging from chatting at water coolers to visiting a coworker’s office. Arguably, most of the knowledge sharing in an organization takes place at informal locations, because these interactions are more frequent and comfortable due to the informal nature. However, harvesting knowledge from informal interactions is challenging because the interaction is unstructured. Also notable is the role that geographic proximity plays in Knowledge Harvesting. While coworkers on a co-located team rapidly acquire knowledge from team members, the same process occurring across teams or office buildings is much slower (Brown).
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