Leading Organizational Learning

players how they did what they did on the chess board, how they managed to win, what their strategy was, and so on, they could n ...

make decisions, and so on. Then, like Simon, feed these observa- tions back to them so that verification can be made. Have peop ...

but we have phones that can store our frequently used numbers, so we don’t have to keep longer strings of numbers in our head. S ...

Gladwell points out. He goes on to demonstrate that if you belong to a group of 20 people, you then have 190 two-way relationshi ...

My colleagues will “be there” for those issues and concerns. Thus transactive memory is not that you simply know someone or that ...

learned not to shoot the messenger. Let us hope so. With all due respect to NASA executives and managers, a modest suggestion fo ...

consulted with organizations on business, industry, education, government, religious, and medical systems. A diplomat in indus- ...

Chapter Twenty-Five Leadership and Access to Ideas Allan R. Cohen This chapter is based on three premises. First, spreading idea ...

workers. After all, that is the nature of how ideas move. The main problem of transferability is scalability to much larger orga ...

his senior direct reports, “You are the stupidest people I have ever met! Doesn’t a single one of you understand anything about ...

Babson College Through the 1980s and early 1990s, Babson College was a business school that reflected the effects of many cultur ...

allowed a small elected decision-making body to make all curricu- lum decisions, with the fallback possibility of bringing dispu ...

As the reforms spread to other programs, including undergrad- uate and executive education, we slowly realized a new problem: ex ...

personality and position—the programs they teach in, the task forces they are on, the administrative assignments they take— like ...

I have made a few such attempts at “organized randomness,” and they have yielded interesting results. For example, for several y ...

Conclusion: Generating Initiative and Innovation Of course, it is easier to see how to create opportunities for people to find e ...

Not all of these mechanisms exactly fit the knowledge-sharing criteria, but most of them create new opportunities for contacts t ...

Chapter Twenty-Six Capturing Ideas, Creating Information, and Liberating Knowledge Peter Drummond-Hay Barbara G. Saidel Some peo ...

Rolodex, and a telephone, right? Perhaps in a one-person firm that might be true, but in a global search firm, with multinationa ...

one another’s work and skill, people know what to share and why. They are likely to know who needs to learn from them. They are ...