9,99 €
Mehr erfahren.
- Herausgeber: Business Book Summaries
- Kategorie: Fachliteratur
- Sprache: Englisch
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.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 34
Veröffentlichungsjahr: 2014
Ähnliche
Book Presentation: The Knowing-Doing Gap by Jeffrey Pfeffer and Robert Sutton
Book Abstract
About the Author
Important Note About This Ebook
Summary of The Knowing-Doing Gap (Jeffrey Pfeffer and Robert Sutton)
Book Presentation: The Knowing-Doing Gap by Jeffrey Pfeffer and Robert Sutton
Book Abstract
Main Idea
Why do so much education, training, management consulting and business research as well as so many published books and articles actually generate so little change in what managers and organizations do?
Simply because it’s not what the people in any organization know that counts most – it’s what they do. In other words, knowledge is great, but action is everything. Therefore, smart companies are constantly coming up with better ways to increase the amount of in-house knowledge that actually gets applied in the marketplace.
Conceptually, this is easy to visualize as a set of “bridges” spanning the gap between what’s known and whatever is applied.
Whichever organization manages to build the strongest and most numerous bridges between what the company knows and what it does will outperform all others.
Value in the real world is created by the transformation of knowledge into action, not merely by the possession of knowledge.
About the Author
JEFFREY PFEFFER is Professor of Organizational Behavior in the Graduate School of Business at Stanford University. He is an experienced lecturer, a teacher of executive seminars and serves on the board of directors of a number of corporations and educational journals. Dr. Pfeffer is the author of eight books and more than 100 articles and book chapters, and is a graduate of Carnegie-Mellon University (B.S. and M.S.) and Stanford University (Ph.D.)
ROBERT SUTTON is Professor of Organizational Behavior in the Stanford Engineering School. He also serves as the co-director of Stanford Technology Venture Programs’ Center for Work, Technology and Organization. Dr. Sutton is a graduate of the University of Michigan and is the current co-editor of Research in Organizational Behavior.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of The Knowing-Doing Gap (Jeffrey Pfeffer and Robert Sutton)
Bridge #1: Understanding the “why” of anything is always more important than the “how”.
Main Idea
Knowing what to do is far less important than knowing why something should be done. In other words, before getting down to details, spend more time understanding the philosophy of why that task is important.
Supporting Ideas
Smart organizations always lay a foundation of their basic principles with employees before they start training on specific techniques or practices. In doing so, they create the conditions within which a learning organization can flourish.
For example, many organizations teach about:
Their general business model – how the business generates a revenue stream and profits.Their theories on operational performance – how the business is organized, and how to obtain help when needed.The core values which guide the firm.Armed with that philosophical base, the organization can then move on to develop specific skill sets which are relevant and important to the execution of that philosophy. Since everyone understands the underlying philosophy, they then become empowered to try new things and to blaze new paths. In other words, precedent does not substitute for thinking or the trying of original ideas.
The practical benefit of the philosophy-first approach is specific practices won’t become enshrined as sacred and unvarying. The basic philosophy will be constant, but new practices will be welcomed and encouraged. In that way, these organizations will be able to adapt to new and previously unexploited business opportunities.
There are also some other important benefits that can be derived from the philosophy-first approach:
It will be harder for competitors to copy.If a competitor attempts to copy what’s done without understanding the underlying philosophy of why it’s done, they’re unlikely to be successful.
