Yes, this topic has been "kicked around" many times before. But something occurred to me this morning that I thought I'd share.
- strategic / enterprise-wide orientation
- willingness to have the status quo challenged in a productive / meaningful way
- recognition of the link between knowledge and the human learning process, which will help ensure that the "solution" is not overengineered with a rigid implementation plan
- proper positioning of the value and purpose of external and internally created information in the learning process
- recognition that a significant amount of learning takes place every day in the workplace, and the importance of this learning on knowledge work/workers
- understanding that knowledge management initiatives are learning initiatives in and of themselves, requiring frequent after action reviews to adjust plans, evaluate and revise overall direction, or perhaps even stop completely and move onto another focus area
- a lack of an imminent crisis (life changing) event to trigger consideration of a change action
- need of decision-makers to forsee some form of immediate, tangible value in the initiative
- lack of decision-maker comfort with an initiative that is radically/dramatically outside the current thinking/mental models or what is already known
- being overly complex / multi-facited / multi-dimensional
- being led by experts using a prescriptive engagement model, rather than providing opportunities for those affected by the proposed changes to be involved in determining priority actions
- perceived personal risks to decisiion-maker reputation, self-esteem and personal ego in:
- admitting that the current situatuation, that they may have played a role in creating or sustaining, can be improved on or is in some way insufficient
- acknowledgeing that they don't know the answer / solution already
What is still required, though, are decision makers with the willingness to experiment and provide support and access to the necessary resources for the learning pilot, and a "client" with the strategic foresight and avilable attention to offer their problem or opportunity for the pilot.
With the prevalence of crises to manage every day, willingness, resources and attention are difficult to find for a learning pilot. And crisis management, which drives tasks and actions to deadlines, offers few opportunities for good pre-and post action learning..