In reply to Douglas Karr.

Human performance in most organization is an afterthought, if thought of at all. Various deparments handle certain components of it, as if you could 1) actually separate workers skills from their knowledge, and then 2) separate their attitudes. Here are some possible culprits:

IT: for locking down computers and treating all employees like children, closing off a wealth of information, knowledge and connections outside the artificial firewall.

Communications: for forcing employees to use approved messages that do not even sound human.

Training: for separating learning from work.

HR: for forcing people into standardized jobs and competency models that do not reflect the person.

Original: http://jarche.com/2009/09/recombining-organizational-dna/