“A corporate theory is not really a strategy per se, at least not in the sense of an articulated position or competitive advantage. Rather, it is a guide to the selection of strategies, a meta-strategy of sorts—a strategy for strategies…. Corporate theories provide managers with enhanced vision or perspective in three key ways. First, they provide foresight concerning the future evolution of the relevant industries, technologies, and customer tastes. Second, they provide insight regarding sustainably unique assets, resources, and activities possessed by the firm. Third, they provide cross-sight—a recognition of patterns of complementarity between assets, activities, and resources both within and outside the firm.”

– Todd Zenger

“The acquisition of knowledge can not serve only to perform immediate tasks or answer a question, at least not if we wish to approach the higher goal of wisdom. Your phone can make you an instant expert on anything, thanks to Google and Wikipedia, and this is incredibly useful.
Doing so doesn’t make us dumber any more than encyclopedias, phone books, or librarians made us dumber. It is only the next stage of how our technology allows us to create and to interact with more information faster and faster…T
The danger isn’t intellectual stagnation or an addiction to instant fact-finding missions. The real risk is substituting superficial knowledge for the type of understanding and insight that is required to create new things.”

– Garry Kasparov

“A good leader must be able to help people realize their ignorance without making them feel stupid. This is not easy. One way is to demonstrate that everybody is ignorant, not just the person you’re talking to. Ignorance has to do with how much you know, whereas being dumb is relative to other people. If everybody is ignorant, then no one is dumb… Leaders have the responsibility to learn about their own ignorance and effectively take advantage of others’ knowledge and skills. Strong leaders make use of the community of knowledge by surrounding themselves with people who have deep understanding of specific issues.”

– Steven Sloman & Philip Fernbach

“Sharing attention is a crucial step on the road to being a full collaborator in a group sharing cognitive labor, in a community of knowledge. Once we can share attention, we can do something even more impressive—we can share common ground. We know some things that we know others know, and we know that they know that we know (and of course we know that they know that we know that they know, etc.). The knowledge is not just distributed; it is shared. Once knowledge is shared in this way, we can share intentionality; we can jointly pursue a common goal. A basic human talent is to share intentions with others so that we accomplish things collaboratively.”

– Steven Sloman & Philip Fernbach