ABSTRACT
Communication was shown to be the cornerstone of how people learn and share knowledge. Organizational learning was explored in terms of how collective knowledge gets shared in the organization. We understand that effective organizational communication and learning is demonstrated to be a result of strong individual capacities. Initiatives that aim at changing an organization must start by looking at the skills and strengths of its people. Changes to organizational structures and practices are secondary to efforts focused on developing capacities of employees. The dialogues illustrate the central role stories naturally play in how we communicate and learn. Leaders agreed on the power of stories and their applicability to their organizations. Confusion rested in their uncertainties of how to develop the requisite competencies to effectively use the principles of stories. This part provides a map of these competencies, offers practical ideas on how to develop them, and highlights organizational initiatives to support the ongoing development and use of these competencies.
