1. Is there more that Domestic-Powerco could have done with its payment and reward system to encourage/reward appropriate knowledge sharing behaviours among engineers? 

2. What would be the benefits and disadvantages of Domestic-Powerco providing formal support, within work time, for the informal, pre-work meetings that many engineers used to organize? Is it better to leave these meetings to be managed by staff informally, or by management? 

3. Is the ratio of managers to engineers adequate, or too high? Reflect on the benefits and disadvantages of either increasing or decreasing this ratio, for both managers and engineers. Is changing this ratio significantly likely to have any impact on the knowledge sharing behaviours of the engineers?