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So when we do one of these loop learning, that is, I notice a problem, I fix it in my own work and that's it. No one else gets to know anything about it.

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And now, of course, in the development of this new way of thinking, knowledge and wisdom, it would be

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quite important to also share those things, that in what way, for example, a qualified professional notices a problem.

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Yes, they will fix it, but they would also share it there for all of us to use.

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So that maybe later someone else will be able to make, based on that, sensible

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decisions or sensible things to do and of course then when this type of sharing culture spreads,

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then yes, there so that later we can influence that organizational culture.

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If this kind of sharing culture of bringing up new things, raising ideas, culture or culture of raising errors becomes a way of working.

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So that they no longer need to be feared and and it goes like on a certain path, the context changes.

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And now if we are in this stage of utilizing artificial intelligence, then there are enormous opportunities in

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the basic processes of knowledge management, how do we capture those ideas?

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What do we get from that practice? How do we store them in a common place for common use? How do we combine them with old knowledge?

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That the old knowledge is refined better and how can we share it from that knowledge bank and then utilize it

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in the work of every single person and that's it. These are ancient theories of organizational learning that you should have read in college already.

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What about 50 years, but in practice, many times these things don't come true because we don't know how to do it and maybe technology hasn't supported this.