Herding cats. Lack of management support. Not my job. A distraction.
So much governance behavior can be described as a “people problem,” where disagreement and distraction are blamed for the failure to achieve the levels of data quality that purported matter to the business. Certainly compliance issues should be less thorny when employees have sufficient education, supervisory support (and compassion), and an attitude aligned with business priorities. But here’s the thing: When governance activities are perceived as hard, the people problem isn’t solvable.
Focus instead on the environment by restricting the possibility of noncompliant behavior. Idiot-proof the working context, and make it really hard for your employees to look like idiots. Just as you can reduce head-on vehicle collisions by converting two-way streets into one-way streets, you can prevent human-caused “data accidents” using any number of semi-automatic error-avoidance techniques like input validation, controlled vocabularies, and auto-classification.
Put design back into governance design. I challenge you to rethink your people problems and look again for opportunities in broader stewardship context.