The possession of redundant information allows entry into another’s specialist domain, in the process contributing some of ones specialist information in the process (pointing out mistakes that might have been otherwise overlooked, for example).
‘Learning by intrusion’ (cooperative utilization of information and learning through problem generation) is central to innovation in Japanese companies. Intense interaction is also important – members can tacitly grasp what others are trying to achieve.
Example: Nonaka’s investigations into innovation in Japanese companies e.g. Kao.
Source: Nonaka, I. (1990). Redundant, overlapping organization: a Japanese approach to managing the innovation process. California Management Review, Vol. 32, No. 2, pp. 27-38.