This website covers knowledge management, personal effectiveness, theory of constraints, amongst other topics. Opinions expressed here are strictly those of the owner, Jack Vinson, and those of the commenters.

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.

Microsoft search wants to pick your brain

Wiki in the process