In spite of the improvements made in information sharing between functional areas, organizations continue to experience difficulties linked to less-than-effective information sharing. The importance of more than simply sharing information is demonstrated in a study by Rise, et al. (1990). These researchers found instances where increased communication between functional areas was dysfunctional. The desired outcome is not to simply increase the sharing of information, but rather to increase the usefulness of information shared. According to Schrage (1990), information sharing between people with diverse, specialized backgrounds result in innovative solutions and innovative products. Schrage envisions information sharing as a much richer process than communication or teamwork. Information sharing results in the creation of value that maximizes the creative inputs of each member of the group involved. As stated by Schrage (31)