Why bother changing?
I had a discussion recently with someone who asked me, as a knowledge managment strategist, how I would address the issue of getting buy-in from several different division heads for a IT-based KM project. I hemmed and hawed at the time, but I've been thinking since then that if the people are that resistant to the change, I haven't yet understood what is driving their needs and behaviors.
I've been drafting a response in my head and came across this piece from Martin Dugage, which goes about the answer in a different way: No pain, no gain:
Developing a collaborative working environment coming from a rigid bureaucratic hierarchy is probably the biggest change a company can undertake. So unless there is a very good reason to go down that path, it won't, no matter how hard you try.That's something we, collaborative leaders, should meditate more often.
2 Comment(s)
Perhaps the answer is to reframe the problem. The IT professionals whose buy-in you're seeking in the example above aren't necessarily the people who would benefit from the KM product or would recognize its business value. Therefore they are not the people whose buy-in matters. Who are the people that would benefit from the KM tool? I'd have those people drive the initiative.
My two cents.
Leave a comment
KJolt Memberships
This is a problem that I fear will always be present. My background is in psychology and, of the late, have turned my focus more in the direction of people and technology. Most people do not eagerly adapt to new technology. A good study on the subject can be found here.
The unfortunate reality is that most (63%) people go with the prove it mentality.