Wow. Every once in a while you find something that creates a contrast you have to see to believe. A newsletter I get had a link I almost missed, to a manual for a system called the People Capability Maturity Model or P-CMM. I gather it is designed to help organizations clearly identify what people need to learn to step up in skills of managing customer and people issues through 5 levels of "People-Capability Maturity" – in other words, stages that people have to grow through to attain high levels of being able to relate to and satisfy customers or other people.
It looks interesting. I’m at page 15 of 735 pages; I’m not going to make it to the end. Yes, you read that right – 735 regular size pages in PDF. On page 7 they ask logically, "If these practices have been well known for a decade or more, why have so many organizations failed to implement them?" Great question, except it’s more like 30 to 40 years or more since research first proved them beyond doubt.
May I suggest that one big barrier to implementation is that we’ve made this stuff too hard for people? I know my guide to the key skills is a summary, but, heck, it fits on two sides of a 3" x 4" card. The rest is stories about how people make the skills work, which I mostly tell in my presentations. Contrast? This illustrates why people believe developing people skills is difficult. My stuff illustrates why it isn’t difficult at all. That’s the point of what I’ve set out to show, in stark contrast.
For anyone brave enough to take a look the PDF is here: http://www.sei.cmu.edu/pub/documents/01.reports/pdf/01mm001.pdf.