If there is evidence that your organization has a weak culture, you need to clarify your organization’s mission, values, and vision. Then, address what behaviors are necessary to obtain those ends. What are the actual practices that your organization takes—especially HR practices (recruiting, hiring, performance management, compensation, reward systems, benefits, etc.)? Does management at all levels behave in ways that result in reinforcing the desired behaviors, help to realize the vision, contribute to achieving the mission, and remain constantly faithful to the values? At all levels, management must serve as reliable role models.
It is beneficial to perform a cultural audit to understand the culture that is in place within your organization. Are people so busy that they lack the time to get their heads around new procedures? Do members of the team have sufficient intellectual flexibility to absorb new approaches to getting their work done? Are the team members open to new ways to getting their work done faster, with less effort, and more creatively? Do your team members enjoy collaborating with their peers, or are they more apt to be lone rangers? Does your organization have a culture in place that accepts well-meaning failures? Does it encourage learning and growth? Does it focus on customer satisfaction or personal advancement? Organizations, including those merely curious about whether it makes sense for them to get involved with KM, need to have the people within the organization prepared to change their behaviors to learn about, understand, be sympathetic to, and adopt cutting-edge KM practices.