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)
Why 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.
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