The Knowing Doing Gap How Smart Companies Turn Knowledge Into Action
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The Knowing Doing Gap
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Author : Jeffrey Pfeffer
language : en
Publisher: Harvard Business Press
Release Date : 2000
The Knowing Doing Gap written by Jeffrey Pfeffer and has been published by Harvard Business Press this book supported file pdf, txt, epub, kindle and other format this book has been release on 2000 with Business & Economics categories.
The market for business knowledge is booming as companies looking to improve their performance pour millions of pounds into training programmes, consultants, and executive education. Why then, are there so many gaps between what firms know they should do and waht they actual do? This volume confronts the challenge of turning knowledge about how to improve performance into actions that produce measurable results. The authors identify the causes of this gap and explain how to close it.
The Knowing Doing Gap
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Author : Jeffrey Pfeffer
language : en
Publisher: Harvard Business Press
Release Date : 1999-10-05
The Knowing Doing Gap written by Jeffrey Pfeffer and has been published by Harvard Business Press this book supported file pdf, txt, epub, kindle and other format this book has been release on 1999-10-05 with Business & Economics categories.
Why are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear--firms that turn knowledge into action avoid the "smart talk trap." Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.
The Knowing Doing Gap How Smart Companies Turn Knowledge Into Action
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Author : Robert I. Sutton
language : en
Publisher:
Release Date : 2000
The Knowing Doing Gap How Smart Companies Turn Knowledge Into Action written by Robert I. Sutton and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 2000 with Knowledge management categories.
What Were They Thinking
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Author : Jeffrey Pfeffer
language : en
Publisher: Harvard Business Press
Release Date : 2007
What Were They Thinking written by Jeffrey Pfeffer and has been published by Harvard Business Press this book supported file pdf, txt, epub, kindle and other format this book has been release on 2007 with Business & Economics categories.
The question of how to improve organizational effectiveness through better people management is always top of mind. This book challenges incorrect and oversimplified assumptions and much conventional management wisdom - delivering business commentary that helps business leaders make smarter decisions.
Hard Facts Dangerous Half Truths And Total Nonsense
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Author : Jeffrey Pfeffer
language : en
Publisher: Harvard Business Press
Release Date : 2006-02-14
Hard Facts Dangerous Half Truths And Total Nonsense written by Jeffrey Pfeffer and has been published by Harvard Business Press this book supported file pdf, txt, epub, kindle and other format this book has been release on 2006-02-14 with Business & Economics categories.
The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held—but ultimately flawed—management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life—and shows how to finally turn this common sense into common practice.
Good Boss Bad Boss
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Author : Robert I. Sutton
language : en
Publisher: Business Plus
Release Date : 2010-09-07
Good Boss Bad Boss written by Robert I. Sutton and has been published by Business Plus this book supported file pdf, txt, epub, kindle and other format this book has been release on 2010-09-07 with Business & Economics categories.
Now with a new chapter that focuses on what great bosses really do. Dr. Sutton reveals new insights that he's learned since the writing of Good Boss, Bad Boss. Sutton adds revelatory thoughts about such legendary bosses as Ed Catmull, Steve Jobs, A.G. Lafley, and many more, and how you can implement their techniques. If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses. This book was inspired by the deluge of emails, research, phone calls, and conversations that Dr. Sutton experienced after publishing his blockbuster bestseller The No Asshole Rule. He realized that most of these stories and studies swirled around a central figure in every workplace: THE BOSS. These heart-breaking, inspiring, and sometimes funny stories taught Sutton that most bosses - and their followers - wanted a lot more than just a jerk-free workplace. They aspired to become (or work for) an all-around great boss, somebody with the skill and grit to inspire superior work, commitment, and dignity among their charges. As Dr. Sutton digs into the nitty-gritty of what the best (and worst) bosses do, a theme runs throughout Good Boss, Bad Boss - which brings together the diverse lessons and is a hallmark of great bosses: They work doggedly to "stay in tune" with how their followers (and superiors, peers, and customers too) react to what they say and do. The best bosses are acutely aware that their success depends on having the self-awareness to control their moods and moves, to accurately interpret their impact on others, and to make adjustments on the fly that continuously spark effort, dignity, and pride among their people.
7 Rules Of Power
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Author : Jeffrey Pfeffer
language : en
Publisher: Swift Press
Release Date : 2022-06-07
7 Rules Of Power written by Jeffrey Pfeffer and has been published by Swift Press this book supported file pdf, txt, epub, kindle and other format this book has been release on 2022-06-07 with Business & Economics categories.
If you want to 'change lives, change organizations, change the world,' the Stanford business school's motto, you need power. Is power the last dirty secret or the secret to success? Both. While power carries some negative connotations, power is a tool that can be used for good or evil. Don't blame the tool for how some people used it. Rooted firmly in social science research, Pfeffer's 7 rules provide a manual for increasing your ability to get things done, including increasing the positive effects of your job performance. With 7 Rules of Power, you'll learn, through both numerous examples as well as research evidence, how to accomplish change in your organization, your life, the lives of others, and the world.
Working Knowledge
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Author : Thomas H. Davenport
language : en
Publisher: Harvard Business Press
Release Date : 2000-04-26
Working Knowledge written by Thomas H. Davenport and has been published by Harvard Business Press this book supported file pdf, txt, epub, kindle and other format this book has been release on 2000-04-26 with Business & Economics categories.
This influential book establishes the enduring vocabulary and concepts in the burgeoning field of knowledge management. It serves as the hands-on resource of choice for companies that recognize knowledge as the only sustainable source of competitive advantage going forward. Drawing from their work with more than thirty knowledge-rich firms, Davenport and Prusak--experienced consultants with a track record of success--examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate wisdom into market value. They categorize knowledge work into four sequential activities--accessing, generating, embedding, and transferring--and look at the key skills, techniques, and processes of each. While they present a practical approach to cataloging and storing knowledge so that employees can easily leverage it throughout the firm, the authors caution readers on the limits of communications and information technology in managing intellectual capital.
Summary The Knowing Doing Gap
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Author : Businessnews Publishing
language : en
Publisher:
Release Date : 2016-09-14
Summary The Knowing Doing Gap written by Businessnews Publishing and has been published by this book supported file pdf, txt, epub, kindle and other format this book has been release on 2016-09-14 with categories.
The must-read summary of Jeffrey Pfeffer and Robert Sutton's book: "The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action". This complete summary of the ideas from Jeffrey Pfeffer and Robert Sutton's book "The Knowing-Doing Gap" raises a crucial question: why do elements such as education, training and business research generate so little change in what managers and organisations do? According to the authors, knowledge is good, but action is better. They demonstrate that value in the real world is created by the transformation of knowledge into action. Added-value of this summary: - Save time - Understand key concepts - Expand your business knowledge To learn more, read "The Knowing-Doing Gap" and find out how you can take your knowledge and turn it into valuable action.
Managing With Power
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Author : Jeffrey Pfeffer
language : en
Publisher: Harvard Business Press
Release Date : 1993-11-12
Managing With Power written by Jeffrey Pfeffer and has been published by Harvard Business Press this book supported file pdf, txt, epub, kindle and other format this book has been release on 1993-11-12 with Business & Economics categories.
Although much as been written about how to make better decisions, a decision by itself changes nothing. The big problem facing managers and their organizations today is one of implementation--how to get things done in a timely and effective way. Problems of implementation are really issues of how to influence behavior, change the course of events, overcome resistance, and get people to do things they would not otherwise do. In a word, power. Managing With Power provides an in-depth look at the role of power and influence in organizations. Pfeffer shows convincingly that its effective use is an essential component of strong leadership. With vivid examples, he makes a compelling case for the necessity of power in mobilizing the political support and resources to get things done in any organization. He provides an intriguing look at the personal attributes—such as flexibility, stamina, and a high tolerance for conflict—and the structural factors—such as control of resources, access to information, and formal authority—that can help managers advance organizational goals and achieve individual success.