It goes beyond the traditional understanding of knowledge and presents valuable scenarios of how leaders should work to bridge the gap between knowing and doing Feb 20, Omar Halabieh rated it it was amazing The main premise of this book as the authors best summarize it is: Entrepreneurs should judge their own competency, and that of team members, based on how well they perform, not how well they talk or how smart they seem.
Knowing comes from doing and teaching others how. Team members do what has always been done without reflecting.
Ease of understanding Vs ease of implementation Jeffrey Pfeffer Another great idea brought forward by the authors is the one related to the simple Vs difficult paradigm.
Many leaders think that just taking a decision will be enough for it be implemented.
But that advice is seldom implemented. Getting beyond known limits requires courage from all, not fear. The main issue with internal competition is that it turns people into two groups: Resist the trigger of impatience.
The basic concept is that simple ideas are like low hanging fruits: Others spend important amount of times in doing presentations or documents.
Both books have this thing in common: Start with a low-risk approach of discussion of your action plan in a one-on-one discussion with a trusted advisor.
Be aware of your anxiousness and practice self-management in being patient with yourself and team members. What gets measured gets done. Another interesting list of principles is the one the author give to drive out fear during hard times.
Last, other managers think mission statements or planning are more important than doing. This is also one of the pillars of Lean management. A must read in the area of management!
How to tackle the paradox of companies that know too much and do too little, and who fails in transforming knowledge into action and action back into new knowledge? All along the book, the authors refer to Lean production system and in that example they mention the simplicity of NUMMI organisation compared to standard american car companies Language that mobilize action and follow-up decisions.The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action How Smart Companies Turn Knowledge into Action book.
The Knowing-Doing Gap is the first book to confront the challenge. Jeffrey Pfeffer and Robert Sutton are both professor of organizational behavior in Stanford University and this book, written in the late 90's, remains as relevant as ever today.
In The Knowing-Doing Gap (How Smart Companies Turn Knowledge into Action) they attempt to address one of the main root cause of the problems organizations face in.
Six Guiding principles for Gap Analysis Whatever the precise details of methodology used, gap analyses should be driven by a series of scientific, social and political principles. Browse Knowing Doing Gap and PowerPoint content selected by the eLearning Learning community.
Entrepreneurs Need To Bridge The Knowing-Doing Gap.
Here are the key principles she espouses, extended to leadership teams, based on my own background and mentoring new entrepreneurs. Insights by Stanford Business › The Knowing-Doing Gap. The Knowing-Doing Gap. of the fittest.
Beliefs about competition are so ingrained that they serve as almost mindless, automatic, but powerful principles for organizing and managing individual behavior.
But there are many instances where internal competition has real consequences.Download