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f these ideas to everyday work. As connectedness increases, there is also heightened awareness, or consciousness, of the potential value of these concepts to a larger audience, leading motivated individuals and organizations to advance these concepts even further, engendering the rise of social responsibility. This is pictured in a graphic entitled The Rise of Knowledge and Sharing.

Wisdom occurs when knowledge is integrated with a strong value set and acted upon with courage. Through leading and teaching (Leadership and education), this wisdom facilitates the growth of new concepts, and an expanded connectedness with like individuals and organizations around the world. It is at this level in the growth of knowledge and sharing where we have built enough wisdom and knowledge to create and share new thoughts in a fully aware and conscious process, i.e., to purposefully strategize what concepts to share and how to share them, consciously contributing to world growth.

The underlying realization in this pattern is that a single individual in an organization (or a single organization in an enterprise, or a single enterprise in a global market) cannot effectively function at a level so far above others that there is a lack of recognition and understanding of the level of that functioning. Historically, there are occurrences where innovators and forward-thinking ideas failed during one period of time only to emerge again during a later period as a leading market product or practice. The old adage 'Everything in its own time' has helped explain the earlier failure. In the fast-paced and interconnected world of today, we have the ability to create 'its own time,' inverting the adage and placing success of forward-thinking ideas squarely in the ability of an organization to create a shared understanding across the global environment. In other words, while ideally the ICAS will stay ahead of competitive organizations, it may want to encourage sharing and the growth of knowledge across its market sector to ensure a wider and deeper understanding by customers of the value of its contribution to the marketplace.

For example, in an organization not built on flow and sharing, a brilliant idea developed before its time, which is so far beyond current thinking that no one recognizes its value, will have little chance of funding and support. In an industry where there is little cross-organizational sharing (other than piracy out of context), when a forward-thinking firm produces a product before its time, the product will have little opportunity for success without the recognition of value, the industry's ability to support and sustain it, and people's ability to use it. The sharing of ideas within and across organizations can plow the ground for receptivity and demand, with initial competitive advantage going to the first product in the field and the long-term competitive advantage going to the best and most continuously improved product.

Thinking about the description above of the rise of knowledge and sharing, the change agent's strategy suggested here is holistic, and not bounded by the organization. Indeed, it encourages interactions across large relationship networks and sharing and learning across organizational boundaries. As discussed above, while this may at first appear contrary to organizational advantage in a competi本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。