Organizational Culture new problems their resolution creates. (Argyris & Schon, 1996) The inquiry will aid in develop- ing new skills and learning new ways to adapt to challenges and new social situations. In addition, those resolutions may require further adjustments in the attitude and behavior of many people across diverse lines such as political, ethnic, religious, and socioeconomic boundaries. (Heifetz, Kania & Kramer, 2004) Evolution in this manner is preva- lent inside organizations today. Social media and the front it develops and enables are imperative to keeping the organization on track. It can only be accomplished by well-developed and matured organizational cultural settings. FUTURE RESEARCH Large strides are being made in business practices today concerning monitoring of knowledge devel- opment, knowledge building, and knowledge shar- ing. Unfortunately, employees are not enamored with the practices needed to obtain knowledge sources and development. "Surveillance tends to undermine the very behavior that monitoring is trying to induce or ensure." (Jarvenpaa & Staples, 2001, p. 175) With the onset of knowledge sharing, surveillance systems must be adjusted to allow such activities to exist. Although companies are stressing to share they must make participants of firm knowledge understand where the sharing line is drawn and not fall into the trap of external motivation. This is accomplished through inter- nal motivation but hard to capture if the right strategies aren't engaged. Managers will need to ascertain the proper motivational agent to make the change long term and tie in with the evaluation and compensation structure. (Davenport, De Long, & Beers, 1998) If employees feel comfortable and are rewarded to their satisfaction, knowledge management can be successful. Employees will again feel a part of the organization and identify with the culture in place. With the advent of knowledge management systems and the ever increasing technological advancements, organizations will need to set sys- tems in place to acquire knowledge sharing across many diverse ranges that include culture, distance, and language. Organizations are increasingly be- coming global; information can be lost bridging the gaps. Managers must ask themselves if the knowledge developed in one region is important to another. If product lines are similar or customer needs branch across different regions or expertise is finally reaching another portion of a particular region, that information must be shared. Regions that have large amounts of cultural centers may exist elsewhere and will need that knowledge ex- pertise to engage. These are all reasons that must be discussed when attempting to develop systems to capture and build the knowledge. A very large single factor to knowledge man- agement destruction is the loss of organizational memory. This occurs when employees decide to leave an employer or are removed. Within every employee movement, there is an amount of knowledge escaping the firm. Employees change jobs, change fields of expertise, and are sometimes downsized in today's work environ- ment. This makes it increasingly difficult for employers to hold on to proprietary knowledge, let alone the institutional expertise that is lost during turnover. What's more is a large amount of work is outsourced to temporary employees. When a temporary employee finishes an assignment, that employee leaves with that piece of organizational knowledge. (Stoyko, 2009) Employers must grant access to organizational knowledge in order to ad- vance the knowledge base but to capture what has been advanced is difficult at best. Exit interviews and confidentiality agreements attempt to keep knowledge from escaping to external organizations but a system to retrieve what was learned is still needed. The organizational culture in place must ensure that a knowledge-centric approach is used and that a cooperative environment encouraged for all employees. This sharing mentality may assist 124