The Knowing-Doing Gap

How Smart Companies Turn Knowledge into Action

By: Jeffrey Pfeffer, Robert I. Sutton

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Hardcover | 29 November 1999

At a Glance

Hardcover
336 Pages

Dimensions(cm)
24.1 x 16.5 x 3.3

Hardcover

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The market for business knowledge is booming, as companies looking to improve their performance pour billions of dollars into training programs, consultants, and executive education. Why, then, 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.

Industry Reviews

These influential authors identify the causes of the gap between what firms know they should do and what they actually do, and explain how to close it. Their essential message is that firms should turn knowledge into action and avoid the 'smart talk' trap. Plans, analysis, meetings and presentations are not substitutes for action but must inspire action, and destructive internal competition has to be abolished. There are examples from dozens of companies to illustrate how some overcome the knowing-doing gap, why others have tried but fail, and how others avoid the gap in the first place. (Kirkus UK)

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You Can Find This Book In

Non-Fiction Business & Management Management & Management Techniques Management of Specific Areas Knowledge Management Organisational Theory & Behaviour Management Decision Making Business Mathematics & Systems Entrepreneurship / Start-ups

Preface	p. ix
Knowing "What" to Do Is Not Enough	p. 1
When Talk Substitutes for Action	p. 29
When Memory Is a Substitute for Thinking	p. 69
When Fear Prevents Acting on Knowledge	p. 109
When Measurement Obstructs Good Judgment	p. 139
When Internal Competition Turns Friends into Enemies	p. 177
Firms That Surmount the Knowing-Doing Gap	p. 213
Turning Knowledge into Action	p. 243
The Knowing-Doing Survey	p. 265
Notes	p. 271
Index	p. 295
About the Authors	p. 313
Table of Contents provided by Syndetics. All Rights Reserved.

The Knowing-Doing Gap

How Smart Companies Turn Knowledge into Action

At a Glance

Hardcover

Industry Reviews

Shipping

How to return your order

Defective items

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