People are much more likely to act their way into a new way of thinking, than think their way into a new way of acting.

Corporations, in the name of efficiency, suppress variation by "getting all the ducks in line."To optimize productivity, they evolve highly refined and internally consistent operating systems. Payoff - results - as long as the music lasts. But ... all that streamlining and re-engineering limits diversity, suppresses self-organization ... and curtails a bottom up emergent response to disruptive change.

Explicit knowledge, conventionally delivered like pizza (neat boxes with toppings of concepts, theories, best practices and war stories), is consumed by the brain but not metabolized into action. The learning we call intuition, know-how and common sense gets into the blood stream through osmosis. It is shaped by social context.

Knowledge does not advance practice. Rather practice advances knowledge.

Great companies make meaning. A company has a name, but its people give it meaning.

Contrary to widespread faith in "communication" and "knowledge transfer," information has a social life, and unless new insights are embedded in the social system they evaporate.

Organizations are, in the last analysis, interactions among people.