As I read this, I thought about jobs I've had within an organization. Who were the people I valued working with? Those I'd come to know through working on some project together, or those I'd been told were a good resource on topic X or customer Y or activity Z. Part of what went into "good resource," I think, was the ability of these people to make sense for me of something I didn't understand. That's a pre-social-media version of what you're talking about. It was slightly easier for me to take advantage of this, because I worked in functions like client training that cut across a lot of organizational silos, and because I usually worked at corporate headquarters, which had the largest concentration of people. We'd do periodic departmental meetings and they'd often have a kind of show-and-tell: the guys in the deal-making group (arrange large, specialized contracts) would explain what they were doing, and why, and how it benefitted the business. Bad presentations would get lost in the techno weeds. Good ones would have people feeling like them could describe what had gotten done. And over time, in an encouraging environment, presentations got better. So just your first principle, narration, makes lots of sense. For many organizations and many people, I think the notion of technology gets in the way; it's harder for them to see that this is part of the best of what's always happened, but made potentially far more powerful.