By Jeffrey Pfeffer, Robert I. Sutton
Publish yr note: First released 1993
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Why are there such a lot of gaps among what businesses understand they need to do and what they really do? Why achieve this many businesses fail to enforce the event and perception they've labored so demanding to obtain? The Knowing-Doing hole is the 1st e-book to confront the problem of turning wisdom approximately tips on how to enhance functionality into activities that produce measurable effects.
Jeffrey Pfeffer and Robert Sutton, famous authors and lecturers, establish the factors of the knowing-doing hole and clarify how you can shut it. The message is clear--firms that flip wisdom into motion stay away from the "smart speak trap." Executives needs to use plans, research, conferences, and displays to encourage deeds, no longer as substitutes for motion. businesses that act on their wisdom additionally put off worry, abolish damaging inner pageant, degree what concerns, and advertise leaders who comprehend the paintings humans do of their organizations. The authors use examples from dozens of corporations that convey how a few triumph over the knowing-doing hole, why others test yet fail, and the way nonetheless others steer clear of the space within the first position.
The Knowing-Doing Gap is certain to resonate with executives far and wide who fight day-by-day to make their organizations either recognize and do what they recognize. it's a refreshingly candid, worthwhile, and life like advisor for making improvements to functionality in today's enterprise.
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Extra resources for The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action
Sample text
Some of these leaders were CEOs or top-level executives, and their feigned certainty invited a conspiracy of ignorance. When they said what the answer was, everyone nodded and agreed that that must be the answer. In an environment where information is vast, overwhelming, and constantly changing, it is important for leaders to have a strong point of view but also to be open enough to say, “I don’t know,” and admit that their skill set or background has not prepared them to deal with a particular issue.
Several years ago as part of a top level Action Learning program, we helped challenge the senior leadership of a large pharmaceutical company to explore Internet strategies to develop their business. This ran counter to their traditional expansion strategies; they had a number of strategies that worked before and seemed likely to work again. They were in the classic innovator’s dilemma: How much would the future look like their past? Still, they agreed at least to explore Internet possibilities, and as part of this exploration, they visited a number of dot-com companies.
1. Refuse to Be a Prisoner of Experience Leaders get in an experience rut. They do the same things the same way because it worked in the past, they don’t have the time to change, or it has contributed to their current success. Rather than analyzing whether a new idea or approach might work better, they reflexively rely on standard operating procedure. The wideeyed, blue-sky thinking that many young entrepreneurs have practiced was possible because they were not prisoners of their experiences. Their unwillingness to rely on the usual case histories helped them create new industries and companies.