Leading Organizational Learning

2. Ibid., p. 195.


3. M. J. Darling, and C. S. Parry, From Post-Mortem to Living
   Practice: An In-Depth Study of the Evolution of the After Action
   Review(Boston: Signet Consulting Group, 2000), p. 8.


4. Ibid., pp. 15–21.


5. Ibid., p. 21.


6. W. G. Chase and H. A. Simon, “Perception in Chess,”
   Cognitive Psychology,1973, 4,55–81.


7. J. A. Horvath, “Tacit Knowledge in the Professions,” in
   R. J. Sternberg and J. A. Horvath (eds.), Tacit Knowledge in
   Professional Practice(Mahwah, N.J.: Erlbaum, 1999), p. ix.


8. Sternberg and Horvath, Tacit Knowledge.


9. G. A. Miller, “The Magical Number Seven,” Psychological
   Review,1956, 63 (2), 81–97.


10. M. Gladwell, The Tipping Point: How Little Things Can Make a
    Big Difference(New York: Little, Brown, 2000).


11. R.I.M. Dunbar, “Neocortex Size as a Constraint on Group Size
    in Primates,” Journal of Human Evolution,1992, 20,469–493;
    R.I.M. Dunbar, Grooming, Gossip, and the Evolution of Language
    (Cambridge, Mass.: Harvard University Press, 1996).


12. Gladwell, Tipping Point,p. 179.


13. Ibid.


14. Ibid., pp. 183–187.


15. D. Wegner, “Transactive Memory in Close Relationships,” Jour-
    nal of Personality and Social Psychology,1991, 61,923–929; D.
    Wegner, “Transactive Memory: A Contemporary Analysis of the
    Group Mind,” in B. Mullen and G. Goethals (eds.), Theories of
    Group Behavior)New York: Springer-Verlag, 1987), pp. 200–201.

Chapter Twenty-Five, “Leadership

and Access to Ideas”

1. See D. Cohen and L. Prusak, In Good Company: How Social
   Capital Makes Organizations Work(Boston: Harvard Business

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