Description
Discover how to bridge the knowing-doing gap with Jeffrey Pfeffer and Robert Sutton's groundbreaking book, The Knowing-Doing Gap. This insightful read explores why businesses often fail to translate their extensive knowledge into actionable results. With a keen focus on the barriers that impede effective implementation, this book provides actionable strategies to enhance organizational performance. Learn how to avoid the 'smart talk trap' where plans and meetings replace real action. This essential guide emphasizes the importance of fostering a culture that empowers leaders to take decisive action, measure what truly matters, and eliminate fear and unhealthy competition within teams. The authors share compelling case studies from various firms that successfully closed the knowing-doing gap and highlight those that struggled. The Knowing-Doing Gap offers valuable lessons for executives seeking to enhance their firm's effectiveness and create an environment where knowledge is fully leveraged. Ideal for business professionals aiming to transform insights into impactful actions, this book remains a must-read for anyone committed to driving real change in their organization. Perfect for leaders and managers looking to elevate their team's performance and engagement. Note: Shipping for this item is free. Please allow up to 6 weeks for delivery. Once your order is placed, it cannot be cancelled. Condition: BRAND NEW | ISBN: 9781578511242 | Format: Cloth over boards | Year: 1999 | Publisher: Harvard Business Review Press.
Note: Shipping for this item is free. Please allow up to 6 weeks for delivery. Once your order is placed, it cannot be cancelled.
Condition: BRAND NEW
ISBN: 9781578511242
Format: Cloth over boards
Year: 1999
Publisher: Harvard Business Review Press
Description:
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.
Note: Shipping for this item is free. Please allow up to 6 weeks for delivery. Once your order is placed, it cannot be cancelled.
Condition: BRAND NEW
ISBN: 9781578511242
Format: Cloth over boards
Year: 1999
Publisher: Harvard Business Review Press
Description:
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.