Knowledge Management (KM) is fundamental for any business to drive innovation and collaboration. Bill Gates put it like this “The Challenge for an organization is building a culture that encourages new ideas while providing a platform to reinforce collaboration” and Peter Drucker said “Culture eats strategy for breakfast.” But culture is an emergent property of organizational structure. Thus, “Organizational structure eats culture for lunch.” So, the question is: what are you having for dinner?
Sustainable Systems International goes beyond collaboration. Sustainable Systems International catalyzes Tropophilic Organizational Structures namely, organizational structures that thrive on uncertainty!
Undoubtedly, the main problem associated with common attempts to change an organization is “Resistance to Change.” The best way to deal with resistance is by NOT having any to begin with, for this to occur Transparency, Integrity, and Trust are paramount and “expert-driven” solutions must be avoided!
To ensure commitment and collaboration to change programs, workers must trust and truly believe in them. This is not a matter of employees “buying” into them, but of knowing it is best for them.
Hence, KM plays a major role building the three fundamental pillars for commitment to change: Trust, collaboration, and Transparency. And for these to emerge, a Tropophilic Organizational Structure must be in place. With a tropophilic organizational structure, communication is fluid and transparent, collaboration is nurtured and trust emerges by default.
This type of communication, collaboration and trust, under the pervasive bureaucratic, error-amplifying and behaviour-restricting structures, are simply not possible because bureaucratic structures are deliberately tropophobic and designed to restrict human behavior.