While reading the Wall Street Journal, Edward Rogers notices an advertisement for a Knowledge Management Architect at the Goddard Space Flight Center in Greenbelt, Maryland. Rogers is an academic whose scholarship centers on developing models of how and why people cooperate intellectually. After submitting his r?sum? and completing the interview process, Rogers is offered the position for a term appointment of three years. After one month on the job, Rogers wonders how he should proceed in helping the Goddard Space Flight Center become a learning organization. It is, in fact, the kind of opportunity Rogers has looked forward to for many years, but what will his plan of attack look like? How can he help this collection of rocket scientists work better together? The A case presents an undisguised picture of a NASA center that is fostering a learning approach to developing the organization. See also the B case (UVA-OB-0835).