Leading Organizational Learning

Turing Test. It is simply too difficult to teach a computer to

make good small talk. When we refer to the Turing Test in the

text, we are using the term by analogy. For example, if a trained

judge like Daniel Denison can look at two interpretations of

the meaning of 360-degree feedback scores, one created by our

program and one written by a trained human coach, and eval-

uates the program’s interpretation as at least as good as the

coach’s, we would say the program passes the test.

Chapter Five, “Knowledge Management Involves

Neither Knowledge nor Management”

1. R. E. Silverman, “Growth at McKinsey Hindered Use of Data,”
   Wall Street Journal,May 20, 2002, p. B6.


2. N. W. Foote, E. Matson, and N. Rudd, “Managing the Knowl-
   edge Manager,” McKinsey Quarterly,2001, no. 3, pp. 120–129;
   S. Hauschild, T. Licht, and W. Stein, “Creating a Knowledge
   Culture,” McKinsey Quarterly,2001, no. 1, pp. 74–81.
   3.Merriam-Webster’s Collegiate Dictionary10th ed., (Springfield,
   Mass.: Merriam-Webster, 1993), p. 647.


3. A. Banco, “The Twenty-First Century Corporation: The New
   Leadership,” Business Week,Aug. 28, 2000, p. 100.


4. J. Fitz-Enz, “Blueberries from Chile,” Workforce,Apr. 1, 2000
   [http://www.workforce.com/archive/article/22/01/64.php.]


5. T. A. Stewart, “Software Preserves Knowledge, People Pass It
   On,” Fortune,Sept. 4, 2000, p. 392.


6. I. Greenberg, “Knowledge-Management Rivals Go to Asia,”
   Wall Street Journal,June 21, 2001.


7. T. A. Stewart, “Mapping Corporate Brainpower,” Fortune,Oct.
   30, 1995, p. 209.


8. D. Pringle, “Learning Gurus Adapt to Escape Corporate Axes,”
   Wall Street Journal,Jan. 7, 2003, p. B1.


9. Ibid.


10. S. Koudsi, “Actually, It Is Like Brain Surgery,” Fortune,Mar. 20,
    2000, p. 233.

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