By Paul F. Kocourek, Walter J. Mancini, and Matthew Calderone
Workers resist sharing because they fear that efforts to make their company
more efficient will mean fewer jobs, more work, and/or less overtime pay.
They have difficulty collaborating to meet the challenge of documenting
practices and determining which ones to implement across the company. And
they often fight the use of best practices, succumbing to people's natural
tendency to take a "not invented here" attitude toward adopting the ideas of
others.
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These challenges can be overcome. We have worked with a number of clients
that have realized dramatic results through a structured approach that is
inclusive, but does not encourage "letting a thousand flowers bloom." The
challenge is to extract the maximum value from the minimum number of change
initiatives with speed, precision, and certainty. Here's how: