19 Wenger, McDermott, and Snyder, 2002, p. 191.
20 Hackman, 2004, p. 28.
21 Kouzes and Posner, 2002, p. 242.
22 Ray and Anderson, 2000.
23 Majchrzak and others, 2004.
24 Brown and Duguid, 2000.
25 Sirower, 1997.
26 Laseter and Oliver, 2003.
27 For a video of part of one such reunion, see “Cultivating the Fire of the Human Spirit,” Aug. 2010, http://www.youtube.com/watch?v=ekMOI0-Xy_Y.
28 For an account of the conference, see Brown, Denning, Groh, and Prusak, 2004; the group itself can be found at www.storyatwork.com.
29 To join, visit www.WorkingStories.org, and click on the icon at the bottom of the screen.
30 Wenger, McDermott and Snyder, 2002, pp. 12–13.
31 Wenger, McDermott, and Snyder, 2002, p. 193.
32 Wenger, McDermott, and Snyder, 2002, p. 54.
33 Hackman, 2004, p. 243.
34 Hackman, 2004, pp. 62, 85.
35 Cohn, 2004; Hackman, 2004, p. 86.
36 Hackman, 2004, pp. 23, 27.
37 Gerstner, 1995b.
38 Hackman, 2004, p. 89.
39 Kouzes and Posner, 2002, p. 161.
40 Hackman, 2004, p. 27.
41 Hackman, 2004, pp. 131–132.
42 Personal communication with Valdis Krebs, Nov. 16, 2004.
43 Hackman, 2004, p. 95.
44 Hackman, 2004, pp. 54–59.
45 Hackman, 2004, p. 171.
46 Collins, 2001; Hackman, 2004.
47 Hackman, 2004, p. 195.
48 Hackman, 2004, pp. 168, 177, 180.
49 Collison and Parcell, 2004, p. 97.
50 Collison and Parcell, 2004, p. 131.
51 Collison and Parcell, 2004, p. 147.
52 Gawande, 2002, pp. 29–30.
Chapter Eight
1 Klein, 1998, p. 182.
2 Brown, Denning, Groh, and Prusak, 2004, pp. 57–61; Gawande, 2002, p. 21.
3 Green, Strange, and Brock, 2002, pp. 292–294.
4 Orr, 1990, pp. 115–116.
5 Klein, 1998, p. 33.
6 For more on Car Talk, see Magliozzi and Magliozzi, 2000.
7 Green, Strange, and Brock, 2002, pp. 292–294.
8 Green, Strange, and Brock, 2002, p. 294.
9 Senge, 1990, p. 83.
10 9/11 Commission, 2004.
11 Klein, 1998, pp. 111–112. This version is somewhat compressed.
12 Klein, 1998, p. 178.
13 Klein, 1998, p. 191.
14 Deutsch, 1997, p. 30.
15 Klein, 1998, pp. 58–62.
16 Christensen and Raynor, 2003, p. 12.
17 Green, Strange, and Brock, 2002, pp. 308–310.
18 Klein, 1998, p. 12.
19 Klein, 1998, p. 112.
20 Pennington and Hastie, 1993.
21 Klein, 1998, p. 183.
22 Brown, Denning, Groh, and Prusak, 2004, pp. 71–74.
23 Klein, 1998, p. 23.
24 Klein, 1998, p. 282.
25 Brown, Denning, Groh, and Prusak, 2004, p. 65.
26 Yannis Gabriel says of much corporate storytelling: “The stories are terse. Hardly a single story bears repetition outside its home territory as a ‘good story.’ … A single word may thus be seen as encompassing an entire story.” Gabriel, 2000, pp. 21–22.
27 Hirshfield, 1997, p. 119.
28 Schacter, 2001.
29 Green, Strange, and Brock, 2002, p. 294.
30 DeLong, 2004.
31 Haas, 2001.
32 http://www.cognitive-edge.com/blogs/dave/.
33 Sobel, 1996.
34 Klein, 1998, p. 190.
35 Klein, 1998, p. 190.
36 Patterson and others, 2002, pp. 106–109.
37 Csikszentmihalyi, 1996, pp. 208–213.
38 Klein, 1998, p. 195.
39 Chesbrough, 2004.
40 I am indebted to Roberto Chavez of the World Bank for introducing me to this approach.
Chapter Nine
1 Henry IV, Part 1, Act I, Scene 2, line 86.
2 In 1999, the American Productivity and Quality Center selected the World Bank as one of its best practice organizations in knowledge management, and in 2000 the Teleos group chose the World Bank as one of the world's Most Admired Knowledge Enterprises. The progress made was confirmed by the World Bank's own evaluation (Operations Evaluation Department, 2003).
3 Kanter, 2004.
4 Schein, 1988, p. 12.
5 Christensen and Shu, 1999.
6 Philosophers tend toward the complacently mistaken view that know-how is simply another form of knowledge, something that is simply true or false, thereby ignoring the behavioral, technical, aesthetic, ethical, and other criteria that are part of know-how. For example, an introductory text says, “By ‘knowledge,’ we in each case mean the same. We use that word to endorse opinions, techniques, actions, feelings, and sympathies by endorsing the capacities from which they flow” (Scruton, 1994, p. 327). This maneuver enables philosophers to continue their endless contemplation of what is true or false without having to bother about what goes on in the world of action.
7 Brown, Denning, Groh, and Prusak, 2004, pp. 27–28.
8 Orr, 1990; Geertz, 1973, p. 90.
9 Brown, Denning, Groh, and Prusak, 2004.
10 Geertz, 1973, pp. 84–87.
11 Bianco, 2004.
12 Brown, Denning, Groh, and Prusak, 2004.
13 Guglielmo, King, and Ricadela, 2010.
14 Case and Piñeiro, 2004.
15 Kleiner, 2003
16 Spacks, 1985.
17 Kleiner, 2003.
18 Spacks, 1985.
19 Case and Piñeiro, 2004.
20 From Brown, Denning, Groh, and Prusak, 2004, p. 23.
21 Reissner, 2004.
22 Once the program was in full swing, many people found it hard to believe my descriptions of the initial opposition and were inclined to suspect I was overstating the case. However, an outside observer who had interviewed one of the managing directors at the time reports that my perceptions were accurate: they didn't back knowledge management. See Mallaby 2004, p. 415, note 19.
23 Cary, 2004, p. F1.
24 Case and Piñeiro, 2004.
25 Case and Piñeiro, 2004.
26 Katz, 2004.
27 Hodgart, 1969, pp. 163–168.
28 Contemporary audio recording.
29 Kraus, 1990, p. 77.
30 Saunders, 1999, p. 159.
31 Zax, 2010.
32 The power of social media cuts both ways. In the short term, JetBlue may be able to neutralize a public relations crisis with a satirical post. However the implication in its post that all the other twenty-three hundred flight attendants are happily providing the JetBlue experience can be checked against postings by JetBlue employees on http://www.glassdoor.com, where the picture is at best mixed.
33 Kolbert, 2004.
34 Robbins, 2001, p. 4.
35 Cary, 2004.
Chapter Ten
1 Barbalet, 1996.
2 Ingvar, 1985.
3 Geus, 1997, p. 34.
4 Sztompka, 1999, p. 11.
5 Lindaman, 1977.
6 Kouzes and Posner, 2002, p. 111.
7 Tichy, 1998, p. 174.
8 For instance, Noel Tichy's example of Admiral LeMoyne explaining the role of Special Operations Forces to the U.S. Congress (1998, p. 184) is a compelling story—but it isn't a story about the future. It's a story about the past. Similarly, the example of a compelling vision that Annette Simmons gives in The Story Factor—a story about the artist van Gogh told by the CEO of a small start-up (2002, p. 16)—is powerful and inspiring, but it isn't about the future. It's a story about the past, even though the idea appealed to the CEO's twenty-something staff's self-perception as “a bunch of crazy lunatic software artists.”
9 Covey, 1990, p. 268.
10 Beinhocker and Kaplan, 2002.
11 Kleiner, 1996, pp. 164–180.
12 Roxburgh, 2003.
13 Speech courtesy of the Web site www.winstonchurchill.org.
14 Churchill's speech concludes with an implicit plea for help from the United States, which eventually was forthcoming. In the end, the war was won less by individuals fighting on beaches than by an alliance of countries with superior military might. Nevertheless, the stirring speech helped keep Britain's spirits high as its people tried to find a way to win the war.
15 Downloaded from http://www.mecca.org/rights/dream.html, Nov. 15, 2004. Used with permission.
16 Thomas, 1976, p. 246.
17 Yukl, 2002, p. 284.
18 Yukl, 2002, p. 284.
19 Miller, 1956.
20 Klein, 1998, p. 52.
21 Van der Heijden, 1996, p. 77.
22 Klein, 1998, p. 52.
23 Lindaman, 1977.
24 Van der Heijden, 1996, pp. 119–120.
25 Van der Heijden, 1996, pp. 122–123.
26 Armstrong, 2002
27 Halberstam, 1993.
28 Klein, 1998, p. 71.
29 Magretta, 2002.
30 Mintzberg, Ahlstrand, and Lampel, 1998.
31 Schwartz, 1996.
32 Kouzes and Posner, 2002, p. 125.
33 Cohn, 2004.
34 Scott, 1999.
Chapter Eleven
1 Christensen and Raynor, 2003.
2 Christensen and Raynor, 2003.
3 Christensen and Raynor, 2003.
4 Garvin, 2004, p. 19.
5 Finkelstein, 2003.
6 Hamel and Välikangas, 2003, p. 59.
7 Kandybin and Kihn, 2004.
8 Finkelstein, 2003; Sull, 2003.
9 Senge, 1990, p. 3.
10 Schrage, 2004.
11 Pool, 2001.
12 Burton, 2004.
13 Chesbrough, 2003.
14 Chesbrough, 2003.
15 Chesbrough, 2003.
16 Amidon, 1997.
17 Ries and Ries, 2009.
18 Murray, 2010.
19 Denning, 2010.
20 Kuhn, 1962.
21 Deloitte Center for the Edge, 2009.
Chapter Twelve
1 Hearne, 1987, p. 107.
2 Brown, Denning, Groh, and Prusak, 2004, p. 8.
3 Stacey, Griffin, and Shaw, 2000.
4 Sun-Tzu, 2002 translation, Book 3.
5 Hirshfield, 1997, p. 4.
6 For a book full of detailed accounts of such adversarial encounters, see Lifescripts: What to Say to Get What You Want in Life's Toughest Situations, by Stephen Pollan and Mark Levine. Note that in most of the 109 scenarios laid out in this fascinating book, the end result is an apparent victory for the speaker. However, a careful reading of the interactions suggests that the outcome remains full of tension with an aftermath of bitterness at the exercise of power.
7 Hearne, 1987, pp. 60, 229–230.
8 For more insight on the concept of leadership as conversation, see Buber, 1970 [1923], and Abram, 1997.
9 Hirshfield, 1997, p. 4.
10 For background on the candidates for interactive leadership, see Kim and Mauborgne, 2005; George, 2003; Gittell, 2003; Chappell, 1993; Naya, 2010.
11 Davenport and Prusak, 2003.
12 Handy, 1978, pp. 129–133.
13 Handy, 1978, pp. 129–133.
14 Handy, 1978, p. 133.
15 Handy, 1978, p. 135.
16 Cialdini, 1984.
17 Morrison, 1997.
18 Block, 2002, p. 129.
19 Rubin, 1997, pp. 90–120.
20 Rubin, 1997, pp. 75–76.
21 Nietzsche, 1995 [1872].
22 Goldie, 2002, pp. 4–5.
23 Damasio, 2000, pp. 41–42.
24 Damasio, 2000, pp. 41–42.
25 Bruner, 1986, pp. 20–21.
26 Albert, 1998, p. 17.
27 Bulfinch, 1959 [1855].
28 Hillman, 1998, p. 35.
29 Hirshfield, 1997, p. 9.
30 Hillman, 1998, p. 37.
31 Northouse, 2003, p. 23.
32 Katz, 1955.
33 Blake and Mouton, 1985.
34 Northouse, 2003, p. 75.
35 Blanchard, 1985.
36 House and Mitchell, 1974.
37 Bass and Avolio, 1994.
38 Quinn, 1996.
39 For example, a measuring device that is commonly used in assessing transformational leadership, the Multifactor Leadership Questionnaire (MLQ) developed by Bass and Avolio (1994), purports to measure leadership aspects such as whether “I express with a few simple words what we could and should do” or whether “I provide appealing images about what we can do”; or whether “I help others find meaning in their work.” It sheds no light, however, on what are the specific behaviors that transformational leaders use to achieve these outcomes (Northouse, 2003, p. 196).
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