 And people cannot collaborate without learning and sharing an explicit approach for identifying evidence, generating theories, and experimenting.Most executives are not taught to pay attention to how their employees think and solve problems.Instead, as described by Brian Joiner in his book "Fourth Generation Management", they tend to either dictate the activities they want their people to follow (called "2nd generation" management), or (when that fails) hand down objectives without regard for how they will be achieved (called "3rd generation" management).