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Amazon.co.uk
It is this gap that Stamford academics Jeffrey Roberts and Robert Sutton identify and examine for the first time in this truly outstanding and significant book. Their methodology is cast iron. Given that everybody has equal access to knowledge, it is not the knowledge but the ability to act on it that confers competitive advantage, they argue. Four years in research, with dozens of examples and case studies, they rigorously establish not only that there is a knowledge gap, but that it matters. They then identify possible causes and suggest solutions. But the real power of this book lies not in the robustness of its construction but in its sometimes shocking, always provocative iconoclastic conclusions. "Knowledge management and business schools magnify the problem." "Talk, presentations, planning and making decisions are often a substitute for action." "Measurement obstructs good judgement" and "memory can be a substitute for thinking", they write.
As you may have guessed there are no easy solutions to the knowing-doing dilemma. "The problem is not just costs or leadership or some single organisational practice ... The gap arises from a constellation of factors and it is essential that leaders understand them all." However, they do reveal that "one of the most important insights from our research is that knowledge that is actually implemented is much more to be acquired from learning by doing than from learning by reading, listening or even thinking." In the final chapter, they then outline eight guidelines for action which should they say help to close this gap.
This really is an important book. Fresh, beautifully written and as compulsive a read as any book on management could reasonably be. It is not only a worthy read in its own right, it will add real value to all the other knowledge you acquire. --Alex Benady
Amazon.com
Among the companies that Pfeffer and Sutton say do it right: General Electric, the Men's Wearhouse, SAS Institute, Southwest Airlines, Toyota, and British Petroleum. The book, based on four years of research, is broken into chapters with titles such as "When Talk Substitutes for Action," "When Fear Prevents Acting on Knowledge," "When Internal Competition Turns Friends into Enemies," and "Turning Knowledge into Action." Each chapter contains tips on what to do and what to avoid, and provides examples of how a lethargic company culture can be transformed. The Knowing-Doing Gap is a useful how-to guide for managers looking to make changes. Yet, as Pfeffer and Sutton point out, it takes more than reading their book or discussing their recommendations. It takes action. --Dan Ring
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WHY DO SO MUCH EDUCATION and training, management consulting, and business research and so many books and articles produce so little change in what managers and organizations actually do? Lesen Sie die erste Seite
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I came across this book when I was preparing a speech to a local non-profit making organisation. Pfeffer and Sutton have identified serveral reasons why people tend to talk more than to do.
(1) When TALK substitutes for ACTION - making presentation instead of doing the actual stuff! (2) When MEMORY is a substitute for ACTION - limited by one's own thought and could not make a leap forward by implementing. (3) When FEAR prevents ACTING ON KNOWLEDGE - Yes! This is what bothers me for years! (4) When MEASUREMENT obstruct GOOD JUDGMENT (5) When Internal Competition turns FRIENDS into ENEMY.
This book is a consolidation of what I will call "common sense". However, with tons of examples given by the two authors, it is a wealth of knowledge.
What is missing is a lack of systematic analysis of the situation. If you are a big fan of Michael Porter (HBR Authors with his famous 5-forces model), you will find this book a bit loose.
Another reason why I have given it a 4 is because after reading Chris Agyris's book (Flawless Advice...) I have become more cautious in accepting advice from the guru. At the end of the day, it is about HOW MUCH WE HAVE CHANGED AFTER READING THIS BOOK! This is exactly why the authors have the last chapter titled as "turning knowledge into action". (I am sure if they didn't do that, they would have been critised for not walking the talk)
This book is worth-reading. Give it a try and see how much changes it brings to you. For me, I have done 3 things differently and achieved excellent results in the last 2 days! )
Pfeffer and Sutton state that the challenge of implementing strategies successfully does not lie in finding the right solution to a problem and therefore does not lie in the strategy formulation. They maintain that in the world of business there are not many secrets left which could reveal how to reach optimal performance. What separates the wheat from the chaff is therefore the ability to act and to implement strategies rather than knowing them.
Pfeffer and Sutton provide eight steps with 'The Knowing-Doing Gap' how to turn knowledge into action. They consider it necessary to first of all create an organizational environment in which awareness of the knowing-doing gap is created. They maintain that a shift in the general philosophy of an organization is necessary to build the framework for an environment which focuses more on action. Instead of scrutinizing HOW strategies and techniques are performed, managers shall rather ask themselves WHY they are using them and thereby create a guide to action.
It is 2011 now and this book hasn't lost any of its topicality. An absolute must read for every business professional and strategic managers in particular!
- Frank Röttgers, author of Going Green Together - How to Align Employees with Green Strategies
Auch der Wunsch, nur die Besten einzustellen und damit eine besseren Organisation (gerne auch als exzellent bezeichnet im Managementjargon)zu bekommen, ist eine Illusion.
"...warum legen Firmen so viel Wert darauf, die besten Leute zu bekommen und zu halten aber vernachlässigen gleichzeitig den Aufbau und die Beibehaltung einer guten Organisation?" (S.99)
Der beste Tipp der beiden Professoren: Bleiben Sie skeptisch gegenüber 'Managementinnovationen'! Hochaktuell!
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