Introduce new KM technology early, before people actually
have to start using it. For end users, provide lots of demonstrations.
Place prototypes around work areas for people to test-drive. Arrange
for adequate training and human support. Identify more experi-
enced technology buddies in each department to help out and serve
as role models. For “techies” (who might lead the “it’s impossible”
charge), offer advanced technical briefings with the KM develop-
ment team, and make sure the IT department is a full participant.
Sink-In Time
Almost all change initiatives meet resistance early on, but it’s far
worse when people feel that they’re being rushed into something of
which they’re unsure. They want and need time to consider how
the change will affect them. If a knowledge management system is
being launched on January 1, for example, telling people about it
on December 31 is too late to expect that they’ll be ready and open
to the new approach. A significant period of disruption will occur
as people try to figure out what it all means and whether it’s “for
real.” This can sometimes overwhelm the new initiative, and thus
it won’t catch on. Helping people understand, question, and ulti-
mately accept KM before it is launched will dramatically reduce
disruption time and will give the initiative a much greater likeli-
hood of success. This calls for communication, success stories, role
modeling, and demonstrations early on, even when the system is
still under development (use prototypes).
Training
Knowledge management training is vital. It begins early, before
deployment, and it may be classroom-based, online (as a part of the
new KM system), or both. It should focus primarily on the user
experience, be personalized to the user’s skill and experience level,
allow for lots of practice, and provide learners with realistic
scenarios that depict how they will use the system and how it will
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