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necessary change in behavior. Clustering and clumping define different ways of organizing (and accessing) data and information. Clustering is how data and information are usually organized, bringing together those things that are similar or related. This way of organizing is driven by the content of the data and information itself. Clumping is organizing data and information driven by the decisions that need to be made. At the enterprise level, those authoritative data fields that are needed for decision-making are identified and connected (or clumped together) to provide real-time input to emerging decision-making requirements. In a system, that means linking secondary data and information needed by the individual who will use the primary information for decision-making. For example, if a decision-maker has repeated failure of an engine part that is only periodically used, not only is it important to know how to fix it and have spare parts available if it is a recurring problem, but it might have saved considerable time, effort, and dollars if the decision-maker had the knowledge that the engine was scheduled for replacement six months down the road. There are often pieces of information that if known would change the decisions we make on a daily basis. When a segment of the organization creates a database or information system for the organization or enterprise, it is responsible for thinking through how that information will be used, and what additional known or potentially available information may be required by the decision-maker using the original information. We don't know what we don't know. With knowledge comes the responsibility to use and share it wisely, and to help others use and share it wisely.

A second example is the increasing use of the word verication. Verication, not yet discovered by dictionary updaters, is the process of consulting a trusted ally. We as humans do it regularly. When we do not have explicit evidence to verify the correctness of a decision, or question the explicit evidence we do have because of our 'gut' feeling, we vericate the decision. This means going to a recognized expert with whom you have a relationship (a trusted ally, often a colleague or friend) to get their opinion, i.e., grounding your decision through implicit data and information. Having a word for this behavior helps leaders and workers to recognize it as an acceptable practice in decision-making, increasing the value of intellectual capital in the organization.

As new ideas, words, and behaviors are shared consistent with the vision of the organization, an aggressive, comprehensive communications strategy, both internal and external, is essential to ensure the connectedness of choices discussed above. Internal successes and external validation provide strong explicit evidence in support of the business case. The use of teams and communities --- an important part of the ICAS implementation strategy --- helps facilitate the flow of information and knowledge across the organization. Here are a few ideas on how to do that:

Create a meme (an idea that catches on and becomes embedded in the culture). An example of a meme is 'change through ex-change' or the famous army slogan, 'be all you can be.' These are expressions that take on a life of their own. 'Knowledge shared is knowledge squared' is also a meme.

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