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A change in the prevailing culture of an established organization cannot come from the very top-down approach that is being reevaluated. It must come from people, like Harry in our previous story, who will lead by example. Facilitators and early adopters are key to the success of personal publishing in your organization. By bringing key figures into the picture, such as Presidents, Vice Presidents, and prominent people within departments, on board early on, the real need for openness and communication will be understood by the rest of the involved community.

Our new focus must move from the problem to the person. Much like Harry, we must empower people (or allow them to empower themselves) at all levels of our organization. By recognizing the power of discourse, we can encourage all levels within the hierarchy to speak freely. When �“Breaking the ice�” becomes a cultural norm, a powerful new way of working emerges. No longer are we stuck in a world where we can�’t act creatively.

Creating a space where this kind of interaction can take place becomes a high priority. The problem with this type of change is that a Memorandum regarding a corporate cultural change would be the antithesis of itself. We must foster this change carefully, in a safe and comfortable space for everyone.