Case	Knowledge	Rationale
Case 1: In reality, many businesses fail to make efficient use of their employees' knowledge. They don't give you enough time to learn or reflect. People are seen as hired hands rather than borrowed brains by them. They tell them what to do and provide them with little choice in how they accomplish it. It's no surprise that their staff feels unappreciated and will 'walk' away from the company at the earliest opportunity, taking their knowledge with them. On the other hand, Total Global has long been seen as a model for fostering and developing its employees. Its exploration business has launched an initiative to "harness this skill" and "make greater use of them." Its main goal is to create a learning and knowledge-leveraging infrastructure. On the company's intranet, there are open learning centers and databases of learning resources. However, the most important breakthroughs were creating knowledge groups and developing capabilities for quality dialogue and reflection. Learning is being incorporated into daily tasks.
Case 2: The mutual insurance business SN&M Co. hosts 'information in a nutshell' seminars. Experts from the company offer talks about their areas of expertise and share their experiences. These live sessions are also videotaped and archived for future distribution and recall. The idea is to make continuous experience capture a part of your daily routine.
Case 3: 3M compiles data on suppliers and ranks them based on 200 quantitative and qualitative variables. It features a vibrant supplier network where information is shared, and suppliers are included in plans. Extranets are another technique to create more extensive connections. You become less sensitive to the loss of a single contact by increasing the number of contacts with key stakeholders at all levels and roles.