The Knowing Doing Gap How Smart Companies Turn Knowledge

10 thoughts on “The Knowing Doing Gap How Smart Companies Turn Knowledge into Action

  1. Keith Keith says:

    The basic premise of this book is perfectly aligned with my business philosophy we as managers essentially know what to do we just don't do it often enough I read lots and lots of business books and in the end I usually come to the same conclusions I've heard most of what I've just read the ideas are variations of a few simple philosophies I'm energized to go out and do something What I've realized is that by simply reminding myself how simple business is I'm motivated to go out and do something Unfortunately after some time the energy disappears and I and my fellow managers go back to doing what we did before Why? This excellent little book points out the reasons that companies fail to act on what they know While I won't lay them all out a few stand out for meTalking substitutes for action we spend to much time reporting and presentingPoor metrics employees spend time worrying about their personal metrics which are usually misguided in the first place instead of moving the business forward this isn't their faultToo much focus on outcomes instead of the process that led to the outcomesToo much asking how instead of whyOne great uote from the book the foundation of any successfully run business is a strategy everyone understands coupled with a few key measures that are routinely trackedI wish I could build a consulting practice around this book because too many companies I meet can't make it over the knowing doing gap

  2. Ron Ron says:

    This book goes into one of the biggest problems that companies face going from knowing something to doing something about it The chapter titles1 knowing what to do is not enough2 when talk substitutes for action3 when memory is a substitute for thinking4 when fear prevents acting on knowledge5 when measurement obstructs good judgment6 when internal competition turns friends into enemies7 firms that surmount the knowing doing gap8 turning knowledge into actionThere's lots of good information in the book and to me the single biggest takeaway wasHow to overcome the tendency to substitute talk for action Impose a real deadline with real measuresThe final chapter gives 8 guidelines for action1 Why before how philosophy is important2 Knowing comes from doing and teaching others how3 Action counts than elegant plans and concepts4 There is no doing without mistakes What is the company's response?5 Fear fosters knowing doing gaps so drive out fear6 Beware of false analogies fight the competition not each other7 Measure what matters and what can help turn knowledge into action8 What leaders do how they spend their time and how they allocate resources matters

  3. Rick Rogers Rick Rogers says:

    Companies don’t excel when they fail to act on knowledge that is readily available in their organizations This book describes five root causes of the knowing doing gap along with methods for counteracting them The areas are substituting talk for action defaulting to precedent stifling action with fear poorly applied measurement and unhealthy internal competition The examples are somewhat dated but the principles are sound I will mention a few things that stood out to me First don’t undervalue simplicity – simple solutions lead to action Second foster a bias toward action by removing practices that promote the fear of failure Third watch for how individual “status” is defined and redirect it towards collaboration and achieving common goals There are many good points and useful examples to help identify problem areas and make the changes needed to close the knowing doing gap Definitely a worthwhile read

  4. Ghuraify Alawi Ghuraify Alawi says:

    The book is a remarkable source of insight about an important issue in organizations It goes beyond the traditional understanding of knowledge and presents valuable scenarios of how leaders should work to bridge the gap between knowing and doing

  5. Attila Attila says:

    Strong opening but then ends with a rather weak last two chapters Also a little too longOn the positive side I liked the first part than 20 years after this book was published it is still very valid We have a talk shop culture and translating knowledge to action is still something most companies struggle with itI have gained some vocabulary and some patterns that I can use to spot sources for inaction Good Recommended to read

  6. Omar Halabieh Omar Halabieh says:

    The main premise of this book as the authors best summarize it is Why knowledge of what needs to be done freuently fails to result in action or behavior consistent with that knowledge We came to call this the knowing doing problem the challenge of turning knowledge about how to enhance organizational performance into actions consistent with that knowledge This book presents what we learned about the factors that contribute to the knowledge doing gap and why and how some organizations are successful than others in implementing their knowledgeThe book then analyzes the reasons and causes of this gap through numerous examples and presents eight main recommendations Eight Guidelines for Action 1 Why before How Philosophy Is Important 2 Knowing Comes from Doing and Teaching Others How 3 Action Counts More Than Elegant Plans and Concepts 4 There Is No Doing without Mistakes What Is the Company's Response? 5 Fear Fosters Knowing Doing Gaps So Drive Out Fear 6 Beware of False Analogies Fight the Competition Not Each Other 7 Measure What Matters and What Can Help Turn Knowledge into Action 8 What Leaders Do How They Spend Their Time and How They Allocate Resources MattersA very applicable educational and action oriented book One that echoes the fundamentals of execution and its importance as the ultimate benchmark of success A must read in the area of managementBelow are key excerpts from the book1 although knowledge creation benchmarking and knowledge management may be important transforming knowledge into organization action is at least as important to organizational success2 Attempting to copy just what is done the explicit practices and policies without holding the underlying philosophies at once a difficult task and an approach that is less likely to be successful3 Talk is also valued because as noted earlier the uantity and uality of talk can be assessed immediately but the uality of leadership or management capability the ability to get things done can be assessed only with greater time lag4 It is possible albeit difficult to build strong cultures founded on principles and philosophy that can also innovate and change But doing so reuires much thought and attention Otherwise firms are readily trapped by their history even if or particularly if that history has many positive elements in it as Saturn's does5 Conversely fear is an enemy of the abilitiy to uestion the past or break free from precedent6 It is clear to us that merely knowing what measurement practices should be used does not by itself cause leaders to implement measures that produce intelligent mindful learning behavior rather than the reverse7 In each of the instances in which effective measurement practices were used knowing what to do why it needed to be done and having the persistence and courage to do it helped leaders turn knowledge about how to enhance performance into organizational action8 As Dean Tjosvold a researcher and writer on the subject of competition and cooperation noted Competition stimulates excites and is useful in some circumstance but those situations do not occur freuently in organizations and the widespread use of competition cannot be justified9 Harlow Cohen the president of a Cleveland Ohio consulting firm has called this gap between knowing and doing the performance paradox Managers know what to do to improve performance but actually ignore or act in contradiction to either their strongest instincts or to the data available to them10 Knowing about the knowing doing gap is different from doing something about it Understanding causes is helpful because such understanding can guide action But by itself this knowing is insufficient action must occur

  7. Katherine Katherine says:

    as somebody who dabbles in knowledge management as part of my job this book has helped me recognize the processes that cause problems in my company and identify ways in which I may be able to change those issues However it is a company wide effort to enact changes All in all this is the best knowledge management book I read in my search for a good one

  8. Ryan Ryan says:

    When you read an old business book lots of uestions come to mind is the advice relevant? What's changed in the interim? How durable are these kinds of books?The Knowing Doing Gap is uniue because of the durability of the problem but ultimately the lack of concrete methods to address itThe underlying issue is that most people know 'best practices' for certain operations These aren't rocket science yet people routinely don't do them The authors aim to tackle whyIn the end what results is a mish mash of case studies and general thoughts Saturn is seen as a positive example in one paragraph and a counter example in the next Ultimately the best lesson comes from the simple fact that you really can only achieve results through action and that knowledge comes from doing that actionThere's probably reason that the challenge is so hard that are hard to articulate but are becoming clearer First an organization's 'attention' bandwidth is limited As there are only 24 hours in a day there's only so much you can do and communicate Attempt to push the limit there and you end up giving 'updates about updates' There's probably some fundamental law here similar to Shannon's law for actual bandwidth but we haven't found it yetSecond conservatism is usually the right strategy Simply because it's what's always worked This phenomenon is treated well in the Innovators Dilemma but also just what now appears to be common sense Something isn't actually broken until it's really no longer working Learning new infrastructure and ways of working is extremely hard It's way costly than most people realize For those reasons organizations are generally extremely resistant to changeOn balance the thoughts provoked by this book were worth the pain of some of the muddled chapters A nice tour through history as well

  9. Maria Maria says:

    Companies pay consultants astounding amounts of money and then sit on the reports Sometimes they will hire new consultants for the exact same analysis 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 acuire? 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 resultsWhy I started this book I checked this book out and then it sat on my shelf judging me for far too long Ironically I couldn't act on the knowledge I had at my fingertipsWhy I finished it This book was surprisingly straight forward once I picked it up Pfeffer and Sutton talk about how talk habit or fear can get in the way of trying something new As a daughter of an engineer I had my share of lectures of the value of practical application of information versus the theoretical knowledge We all suffer from it but companies that can narrow that gap shorten the reaction loop can reap great rewards Written and published twenty years ago some of the examples feel dated but others still ring true

  10. Prahlad Prahlad says:

    Clear writing that transmits the core idea that knowing is not enough and often doing with partial knowing is better than delayed action The book shows an interesting link between enabling doing and the wider culture within the organisation A good manifesto of actions and priorities at the end of the book is a helpful reference

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The Knowing Doing Gap How Smart Companies Turn Knowledge into Action ✅ [PDF / Epub] ☉ The Knowing Doing Gap How Smart Companies Turn Knowledge into Action By Jeffrey Pfeffer ⚣ – 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 acuire The K Why are there so many gaps between what Doing Gap eBook ☆ 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 acuire The The Knowing PDF or 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 Knowing Doing Gap PDF/EPUB À 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 Knowing Doing Gap How Smart eBook Ú 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.

  • Hardcover
  • 336 pages
  • The Knowing Doing Gap How Smart Companies Turn Knowledge into Action
  • Jeffrey Pfeffer
  • English
  • 01 February 2014
  • 9781578511242

About the Author: Jeffrey Pfeffer

Jeffrey Pfeffer is the Thomas D Dee II Doing Gap eBook ☆ Professor of Organizational Behavior at the Graduate School of Business Stanford University where he has taught since He is the author or co author of thirteen books including The Knowing PDF or The Human Euation Building Profits by Putting People First; Managing with Power; The Knowing Doing Gap How Smart Companies Turn Knowledge Into Action; Hidden Value How Great.