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For Schor, these seven comprehensive community initiatives represent a new synthesis. Since no single strand of intervention can be counted on to produce significant results, we have been forced to address poverty, welfare, employment, education, child development, housing, and crime one at a time. That will take forever to work. But in the new synthesis, the multiple and interrelated problems of poor neighborhoods require multiple and interrelated solutions. So in the end, Schor departs from what works. Instead, we find a new idea: Solve everything at once. Then come seven examples of the new idea in action. It s too early to tell whether they work, but Schor calls them successful anyway. That means that the initiatives fit her definition of a good program, in that they try to solve everything at once. That s a different standard from the one used in the earlier parts of her book, where successful meant having positive results. We can understand Schor s impatience. Given the scale of the problems, replicating single strands of interventions seems like a futile task. But must we jump to the other extreme, from single strands to comprehensive initiatives Isn t there anything in between To make something larger, might we try instead to combine a few strands of what we know already works Let s turn to a case that does exactly that.

In his work on the learning organization, Senge stood on the shoulders of giants. He names several prior sources, especially Organizational Learning, by Chris Argyris and Donald Schon.8 But those sources were technical studies, whereas Senge was writing for a wider audience. And he came after American business had its coup d oeil about Japan. There is an old saying: When the student is ready, the teacher appears. Senge appeared at just the right time. Yet much of what Senge proposed was very hard to do. Dialogue, team learning, and shared vision take a lot of time and great skill to do well. So most companies adopted the easiest parts: Train all your employees in a wide range of subjects, and circulate information widely so that everyone can take what he or she needs from it. The training department became a learning center with a much bigger budget. And knowledge management brought learning to everyone s desk through the magic of computer technology. The field of knowledge management also arose at just the right time: It caught the wave of the Information Age. In the 1990s, American companies spent more on information technology than on any other type of investment. With the rise of the Internet, companies built intranets to connect everyone, everywhere, all the time, about everything. Knowledge management promises to solve the problem of strategy. Thanks to better information, you can lift the fog of war. Everyone s strategy improves. Or does it In 1998, the California Management Review dedicated its spring issue to Knowledge and the Firm. It reviewed the evidence on knowledge management: whether better information has led to learning that makes for better strategy.

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that discharge when the pressure exceeds 30 psi and 15 psi, respectively A relief valve, however, is not needed in an open gravity hot-water system because if the pressure should build up to a point where it exceeds the design pressure, the water will simply discharge through the overflow pipe in the expansion tank In the closed system, no portion of the expansion tank is open to the atmosphere In this case, the expansion tank can be located anywhere in the system, usually near the boiler Because the system is closed, it can operate at higher pressures, and therefore higher temperatures, without turning to steam The higher temperatures permit the use of smaller radiators There are two types of expansion tanks used in closed systems air cushion and diaphragm.