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IT specialists often promise that technology will serve as a catalyst for change. But, as the author points out, it is a promise that usually goes unfulfilled. IT managers put too much emphasis on hardware and not enough emphasis on the soft science of how people actually share information. Too many managers still believe that, once the right technology is in place, appropriate information sharing will follow. To achieve its promise IT needs to take a human-centered approach. Looking at companies that have successfully addressed this problem--like Symantec Corp., Chemical Bank, Hallmark Cards, and Rank Xerox, U.K.--the author directly addresses how to rebuild an organization''s information culture and how to get beyond the technologies to changing people''s behaviors.