Much of outcomes research is a systematic attempt to exploit what is known and make it better.

Singularity is the point at which "all the change in the last million years will be superseded by the change in the next five minutes."

An organization's intelligence is distributed to the point of being ubiquitous.

It's more along the lines of raising a child: we train the system to a certain range of behaviors that we find most useful. But then we let it go, because we don't want to have to be babysitting it the whole time.

We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.

The nature of an innovation is that it will arise at a fringe where it can afford to become prevalent enough to establish its usefulness without being overwhelmed by the inertia of the orthodox system.

Well, here's what you can do, and that's about it.