I believe most people have a natural desire to learn, to share what they know, and to make things better. This natural desire is thwarted by disorder (hurdles and deterrents) that we erect in our organization. These includes:
1. A culture that values personal technical expertise and knowledge creation over knowledge sharing. This is rampant in engineering and knowledge-based organizations, such as consulting and research firms.
2. An organization who disintegrates into a group of isolated camps With little incentive or lack of need or responsibility to share knowledge and/or practice with others. They promote “silo” thinking and hoard knowledge and/or practice, in which locations, divisions, and functions focus on maximizing their own accomplishments and rewards. Their question, “why should I share my knowledge and/or practice?”
3. An organization who allows or rewards not the people for taking the time to learn and share and help each other to improve knowledge and skills.
4. A leader who demonstrates the “not-invented-here” syndrome – it is the lack of experience learning from outside one’s on group – or refuses to bring in new ideas committed to an obsolete practice which once made the group successful, but which now threatens to sink it. S/he is unable to innovate or even reinvent the practice.
5. People who lack of contact, relationships, and common perspectives among others who don’t work side-by-side. In most organizations, the left hand not only doesn’t know what the right hand is doing, but it also may not even know there is a right hand.
If you have one or more of this disorder, consider Practitioner Group as alternative to overcome your problem of cultural domination in learning, sharing, and improving your practice materials, procedures, tools, trainings, and metrics.
Moreover, the owner of Connecting Practice is inviting you to participate in discussing and sharing your free practice materials, procedures, tools, trainings, and/or metrics. By joining the Practitioner Group of your needs and/or interests, it will involve and give you an opportunity to embrace the value and reap the potential benefits.
 Albrecht, Karl, 17 Basic Syndromes of Dysfunction: The Power of Minds at Work: Organizational Intelligence in Action, 2002, URL: http://www.peace.ca/organizationdysfunction.htm
 Identifying and Transferring Internal Best Practices By Carla O’Dell and C. Jackson Grayson, merican Productivity & Quality Center, URL: http://www.bettermanagement.com/library/library.aspx?l=1862