Reach
Americans make less of a distinction between their core team and teams in wider organizational concentric circles. They believe that information belongs to the entire company. If knowledge is relevant to colleagues elsewhere in the organization, they should have access to it. This reflects a belief that the organization is one team. Boundaries between departments or divisions are administrative conveniences. Patterns
Value
Americans believe that information is of value only to the extent that it can be converted into action. Knowledge that sits unused is knowledge wasted. This reflects an action-oriented culture where results matter more than potential. The person who acts on information and turns knowledge into outcomes is valued more than the person who merely possesses knowledge. Patterns
Obligation
The American logic is give, not get. If an American colleague has information relevant to the work of other colleagues or teams, that person is obligated to provide it proactively. This system assumes that people cannot always know what they do not know. Pushing information outward ensures that people receive knowledge they might not have thought to request. Patterns
Function
In American teams, information is essential to communication. Teams function through a constant exchange of updates, alerts, feedback and coordination. Any breakdown in information flow means a breakdown in communication. That quickly becomes a threat to the team’s overall success. For Americans, restricting information flow weakens the team. Healthy teams are characterized by open, continuous information exchange. Patterns