Observers recognize a correlation between the orientation of organizational culture and organizational learning. Indeed, the inability to change organizational behavior is repeatedly cited as the biggest hindrance to knowledge management. For this reason, even if the need to take a hard look at an organization’s culture extends the time required to prepare knowledge management initiatives, the benefits from doing so are likely to tell. Organizations that are more successful in implementing knowledge management initiatives embody both operations- and people-oriented attributes. Typically, a learning culture is an organizational environment that enables, encourages, values, rewards, and uses the learning of its members, both individually and collectively. But many cultural factors inhibit knowledge transfer. The table below lists the most common frictions and suggests ways to overcome them. Most importantly, when sharing knowledge, the method must always suit the culture as that affects how people think, feel, and act.