Suppose that within your own company you hear about a great process improvement or a breakthrough in customer service. You will undoubtedly want to know how to achieve the same thing in your area. But how do you go about understanding what happened so that you can enjoy similar results? This question is at the core of organizational learning — how organizations create, retain and transfer knowledge to amplify the results.It is likely that you will try to find a key player who has been involved in the project — preferably someone you know and trust — and you will listen carefully to understand what made the complex initiative work. Or perhaps you will hear this talented corporate citizen tell the tale at the annual President's Awards Dinner. In either case, you would be relying heavily on the most dependable source you can find, using personal connections or others' endorsements to get the story.Who could argue with this approach? Intuitively, it seems obvious to go to the most trusted person.