They are more difficult to implement through discipline than administrative human_centric processes (although some discipline is needed). It is better to focus on obtaining buy_in from the people affected by the processes through early involvement, communication and expectations management. It is a known fact that knowledge workers are reluctant to change their habits. Some say knowledge workers don';t like following procedures because they feel it limits their creativity; but most of the time they will be happy to follow a procedure as long as they see value in it, perceiving that it helps them work better and produce a better process output.
If the process is instantiated frequently and the instances are homegeneous, it is possible to create great process models that dramatically increase the efficiency of the process. The best way to ensure process improvement is to generate an environment in which people are motivated, enthusiastic and passionate about process management. Most of the time, knowledge processes are collaborative. By performing a process collaboratively it is possible that each task is carried out by the most specialised, experienced and knowledgeable worker in that specific area. Having a net of relations within the organization is a very important asset for people executing knowledge processes.