While building out a list of tips for gaining adoption of Enterprise2.0, I'm reminded of the difficulty of motivating people, and even harder -- getting them to change their behavior. If you've raised a family, or managed people at work (not that different), you know that making them think any change in action was their idea pays great dividends. A sense of ownership is an awesome thing, and too often missing in corporate cultures. And I firmly believe that any shift like Enterprise 2.0 is fundamentally not about technology and productivity and management principles. It's mostly about people and process -- and those are affected deeply by ontology and behavior, both individually and in groups. Indeed, Enterprise 2.0's most beneficial offering may be that it allows individual and group behaviors to mingle and reinforce -- or repel -- at scale. Enterprise 2.0 helps collaboration and ownership of knowledge scale up, as well as down.

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