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2 von 2 Kunden fanden die folgende Rezension hilfreich.
am 10. Mai 2000
Yes, I should have given it a 5! I totally agree to other reviewers that this book is a wake-up call for most of us - people who have difficulties in reducing the gap between knowing and doing.
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! )
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2 von 2 Kunden fanden die folgende Rezension hilfreich.
Sehr genau beobachtet und intelligent aufbereitet haben Pfeffer und Sutton vermeintlich selbstverständliches Managementverhalten und Managementpraktiken. Durch viele verblüffende Erkenntnisse ist es gut zu lesen. Dass z.B finanzielle Anreize zu fatalen Folgen führen - in Unternehmen und in der Gesellschaft - wissen wir nicht erst seit der Wirtschafts- und Finanzkrise. Hier wird gut erklärt, warum das so ist.
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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1 von 1 Kunden fanden die folgende Rezension hilfreich.
am 20. Februar 2011
The success of an organization depends to a large extent on the implementation of strategies. However, Pfeffer and Sutton argue that there is a large gap between what an organization knows and what an organization really does. They claim that although most of the time organizations and managers know what they should do in order to perform better, they do not put their knowledge into practice nor implement their ideas. In earlier years, also other authors such as Mintzberg and Nutt pointed out that implementing a strategy is not always realized in the straightforward way it was planned during the formulation of the strategy. They maintain that this is due to dividing the strategic process into two incoherent stages: the strategy formulation and strategy implementation. This division can lead to the failure of a strategy, because the interrelation between the two processes is ignored and the learning curve neglected. Pfeffer and Sutton claim that the implementation of a strategy must already be considered and addressed during the strategy formulation in order to find out if the strategy is feasible and to make it less prone to error.

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
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am 23. März 2000
It seems like a straightforward question: Why aren't we doing what we know we should be doing? The answer to this question, it would seem, should be both simple and complex; this book's main virtue is that it provides both. Their unblinking examinations of so many obvious and ridiculous screw-ups and mess-ups of all kinds makes the simple foolishness of it all so completely apparent (this collection of examples alone is well worth the cost of admission). But then again (thankfully), they don't oversimplify their discussion of the full range of the "human and organizational frailties" that we've all learned to know and love, and that are at the source of these kinds of problems.
If you want a hand-holding spoon-feeding checklist, look elsewhere. The authors show specifically why this kind of "checklist" attitude is a BIG part of the problem (notice how the summaries they provide at the end of each section pull together their main points nicely without oversimplifying them). However if you're looking for a guide to help you to actually think your way through these kinds of problems, as they beset you in your organizational life (and possibly in your personal life), then this is a definite "must read."
For these reasons (and both because of and in spite of its critique of MBA education practices), this book will become definite required reading in our core management course.
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am 12. März 2000
I think it was the late Frank Zappa who once said that the most plentiful element in the universe was not hydrogen, it was stupidity. Followers of Dilbert will know that the corporate world is full of stupidity, but how does it get there? For me, this book went a long way to explaining why seemingly smart people do such stupid things in business and what to do about it.
If you have ever been frustrated by the way people in your company act or by yourself and your inability to get anything done, read this insight into what causes the gap between knowing what to do and actually doing it.
It all comes down to fear. If you follow the advice in the book and drive out fear, both within yourself and in those around you, things will get done. Deming, it seems, was right.
I read this at the same time as reading David Schwartz' excellent "Magic of Thinking Big". Put the two works together and the penny will suddenly drop for you, as it did for me.
From that moment forth, you will see how knowing things just isn't enough. Unapplied ideas are simply worthless vapour. What counts is getting stuff done. Results are everything.
Follow the advice in this book and you can get things done too.
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am 20. November 1999
Pfeffer and Sutton provide two important lessons for managers: 1) they define the major impediments to implementing performance-enhancing innovations, and 2) they describe dozens of real-life examples of companies that either fell prey to these impediments or conquered them. The great thing about this book is that it uncovers some common mistakes that we all make, but are afraid to correct. Things like confusing "smart talk" for smart actions and relying on fear as a motivator are easily recognized as dumb managerial thinking. Yet, we've all sat in meetings and conceeded to the speaker with the big words and the intimidating manner - even if we know he or she is wrong - because we're afraid to acknowledge that we know better and because we assume that anyone with this vocabulary must be working as well as he or she is speaking. I've already used this book as an illustration of wrong management practices in my research, and intend to use it in my MBA courses.
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am 4. Januar 2000
As a consultant working with various companies, I found the content of this book very useful in providing a framework for strategic planning sessions. One of the biggest challenges for executive leadership teams is to move from smart talk to action. Using the principles from this book, I've found leadership teams now focused not only on strategic thinking but also on translating that thinking into action. In addition, the Harvard Business Review article, "The Smart Talk Trap", was excellent pre-reading for executives prior to the strategic planning session. The case studies provided real life examples that leaders can relate to. This book is a must read for anyone struggling to implement new strategies! I intend to continue to use it with executive leadership teams.
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am 22. November 1999
I purchased this book after reading the authors' Harvard Business Review article on the "smart talk trap." I found myself nodding in agreement with the points they made in that article, and their book has proven to be equally insightful. In a clear, concise manner, Pfeffer and Sutton describe (and illustrate) some of the key organizational impediments to action and implementation, and perhaps more importantly, highlight ways to circumvent them. I highly recommend this book, especially to anyone in industry who feels analysis should be a means, not an end. And if you've grown weary of reading about the latest management fads and buzzwords, this book is a refreshing departure.
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am 4. Dezember 1999
I found this work to contribute a much-needed balance to the vast number of books that only deal with strategy recommendations; this text in contrast provides ample case studies and a framework for considering how to wrestle with the hard work of strategy execution. The balance of chapters is unusual for a management text -- 5 full chapters highlighting various classes of problems that occur in organizations -- but I think this is appropriate. I found myself seeing many instances of the same traps the authors cite in my own organization and now have a new approach to seek solutions. Again, a good addition for a well-balanced management library.
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am 29. Januar 2000
In "The Knowing-Doing Gap", Robert Sutton and Jeffrey Pfeffer show us the power of taking action -- just doing it -- within the corporate setting, whether it be defining capital structures around a boardroom table or debugging a welding robot on the assembly line floor. They convincingly show how effective individuals and firms can improve their effectiveness by replacing the inert state of "knowing" with the active state of "doing". Pfeffer and Sutton's case studies and anecdotes are fascinating, and are set within a well-organized framework of concepts and ideas. A compelling read.
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