Creating the Difference: Making Shared Experience Meaningful at the Workplace

Abstract

The conjecture made in this paper is that an organizational network can advance positive dialogue to make ends meet in successful enterprise. Proponents of this assumption argue that a group of individuals from the same entrepreneurship can champion organization. They propound that the diffusion of technology can be effective through mediation by an accredited agent such as a knowledge community that possesses the ability to monitor measure and evaluate the required performance and detail trace information referencing accepted standards and procedures. The agreement can be used to create the competitive advantage successfully. Using the theory of situated cognition and international development assignment to create successful human rights practices as case study, the paper examine how in-situ observations could be used to draw data which can be analyzed to understand situated cognition and how it can be applied to build the capability required for organization to interact effectively with its environment. The study concluded that human rights organizations are better position to become more successful if they partner with the local community in co-constructing a shared human rights vision.