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Reinventing the Wheel: Overcoming the Bias Against Internal Best Practices January 15, 2013

Posted by Tim Rodgers in Management & leadership, Organizational dynamics, Process engineering.
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I’ve been puzzling over this one for some time: Why is it so hard for companies to leverage best practices developed internally? At HP we used to think the problem was poor knowledge sharing mechanisms within the corporation, especially across geographically-dispersed and independent business units, but I think it goes deeper than that. You can tell people to document and archive their processes on SharePoint, and you can host internal conferences to provide a forum for learning, but unless people are open to the possibility that there’s a better way you’re going to waste money reinventing the wheel.

The “not invented here” syndrome leads to bias against ideas that come from the outside. “They don’t understand our unique environment,” and, “Just because it works there doesn’t mean it will work here.” Even when compelled to use the new process there’s often passive-aggressive undermining or outright sabotage. Unfortunately these internal antibodies are often more antagonistic towards ideas from within the same company. If we use someone else’s ideas, doesn’t that imply that they’re smarter than we are? We don’t want them to get the credit, do we?

Sorry, but the smarter one (and the more valuable one to the organization) is the person who focuses their attention on the unsolved problems instead of those that were already solved. We all build on the foundations of engineering and process development that came before. Of course the local environment may indeed be different, and that may require a tweaking of the imported process. However, senior leadership should encourage leveraging of internal processes as another example of maximizing return-on-assets, and both the exporter and importer should be recognized as efficient collaborators. Also, when teams insist on using their own process they should bear the burden of proof to explain why the company should incur the additional expense to maintain more than one means to accomplish the same goal.

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