In the business world, the failure to share information can bring huge financial losses. Companies are pouring billions of dollars into knowledge management technology, but it isn't working. The technology is often too complicated, and organizations don't give enough consideration to human barriers that human nature poses to information sharing.

Experts point out that the systems are being used, but not to their full potential. The tools may be cool from a technology point of view, but don't fit into the way people do their jobs. If a program makes it harder for a person to do his or her job because it doesn't take into account the user's time or ability, it's not going to be used. Technology should be streamlined enough to integrate into a company's operations, and appropriate to the task.

Human nature is a key reason knowledge doesn't get shared. Team leaders may withhold information and dole it out on a need-to-know bases; executives ask for collaborative input when they really want a rubber stamp for their ideas; managers fear hearing bad news; there's a reluctance to trust senior management; some people don't know or trust their fellow employees; some fear their ideas will be ridiculed; and some simply forget, are too busy or don't want more work and responsibility.

Companies looking to improve their knowledge management should begin by looking at the way they treat both workers and information. For instance, they should listen to ideas instead of suppressing them, and they should trust and show a willingness to share information. Companies can recognize and promote people who learn, teach and share. A company should value and act on employees' ideas.

Finally, a key to successful knowledge management is getting a buy-in from all levels of the organization. Senior executives must provide strong leadership. Some companies designate a senior-level position that is focused solely on knowledge management.