Not all of these mechanisms exactly fit the knowledge-sharing
criteria, but most of them create new opportunities for contacts to
be made and knowledge to be disseminated. By explicitly identify-
ing and enabling carriers and natural switchboards (think of a
talent-spotting portion of annual appraisals, for example) and by
using such devices as cross-cutting task forces, broad assignments,
and common educational experiences to gain access to people that
will provide them with information to share, organizations can
become much better at getting ideas on the move.
The Edward A. Madden Distinguished Professor of Global Leader-
ship at Babson College, Allan R. Cohenrecently completed seven
years as chief academic officer, during which time he led major cur-
riculum and organizational changes. He has since returned to the
faculty to teach leadership, change, and negotiations. He is
the coauthor of the best seller Managing for Excellence and Influence
Without Authority.His latest book, Power Up: Transforming Organi-
zations Through Shared Leadership,written with David Bradford, was
selected as one of the best leadership books of 1998 by the Manage-
ment General Web site. Among his many publications is the coau-
thored textbook Effective Behavior in Organizations and the
award-winning Alternative Work Schedules: Integrating Individual
and Organizational Needs,as well as the edited Portable MBA in
Managementcompilation. Contact: [email protected]290 LEADINGORGANIZATIONALLEARNING