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This book describes the critical factors associated with knowledge production by four groups of social change agents engaged in a series of systematic cooperative inquiry groups. Based upon a comparative qualitative case study of a five-year national leadership development project it provides details of systematic cooperative inquiries, and the tensions and dynamics experienced while exploring issues of leadership. Systematic cooperative inquiries differ from traditional cooperative inquiry groups in that they are externally managed. The four systematic cooperative inquiry groups documented were managed by a university based research center. The study upon which this book is based is comprised of four distinct cases that served to elucidate the tensions and dynamics operating at the margins of the relationships between the research center, co-inquirers and co-facilitators. Critical factors related to individual and institutional involvement in systematic cooperative inquiry groups; and how their engagement impacts the knowledge production process were identified, explored and are fully illustrated. Also included is the learning process as revealed by the participants.