Which are the most common cultural barriers to KM? How do these barriers change with KM maturity? Which parts of the world have the most cultural barriers? These are some of the questions we addressed in our recent survey of Knowledge Management.
The graph to the right shows the results, with the numbers being the number of people who identified this element as a barrier to their KM program (a total of 239 people answered the question).
The greatest cultural barrier to KM is short-term thinking - hurrying on with work rather than taking the time to learn before, during and after. The second most common barrier is a lack of openness - a lack of willingness for people to be open to knowledge sharing and to analysis of what they have learned. These two barriers are significantly more common that the others.
The number of cultural barriers identified by the respondents is fewest (and the culture therefore most supportive) for those companies where Knowledge Management is fully embedded.
This graph may be interpreted in three ways; either KM is easy to embed where the culture is most supportive, that embedding KM requires culture change, or that embedded KM acts to change the culture.
The most supportive cultures for Knowledge Management seem to be in Australasia and the Indian sub-continent, with the least supportive cultures in Africa and China. The USA and Western Europe sit somewhere in the middle.