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The Knowing-Doing Gap
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Every year, companies spend billions of dollars on training programs and management consultants, searching for ways to improve. But it's mostly all talk and no action, according to Jeffrey Pfeffer and Robert I. Sutton, authors of The Knowing-Doing Gap. "Did you ever wonder why so much education and training, management consultation, organizational research and so many books and articles produce so few changes in actual management practice?" ask Stanford University professors Pfeffer and Sutton. "We wondered, too, and so we embarked on a quest to explore one of the great mysteries in organizational management: why knowledge of what needs to be done frequently fails to result in action or behavior consistent with that knowledge." The authors describe the most common obstacles to action---such as fear and inertia---and profile successful companies that overcome them.
Among the companies that Pfeffer and Sutton say do it right: General Electric, the Men's Wearhouse, SAS Institute, Southwest Airlines, Toyota, and British Petroleum. The book, based on four years of research, is broken into chapters with titles such as "When Talk Substitutes for Action," "When Fear Prevents Acting on Knowledge," "When Internal Competition Turns Friends into Enemies," and "Turning Knowledge into Action." Each chapter contains tips on what to do and what to avoid, and provides examples of how a lethargic company culture can be transformed. The Knowing-Doing Gap is a useful how-to guide for managers looking to make changes. Yet, as Pfeffer and Sutton point out, it takes more than reading their book or discussing their recommendations. It takes action. --Dan Ring
Management General, Spring, 2000
"Every once in a while a great book starts to fall below the radar screen. This is one of those books:go out of your way to find a copy and read it!"
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Première phrase
WHY DO SO MUCH EDUCATION and training, management consulting, and business research and so many books and articles produce so little change in what managers and organizations actually do? Lire la première page
Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
WHY DO SO MUCH EDUCATION and training, management consulting, and business research and so many books and articles produce so little change in what managers and organizations actually do? Lire la première page
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Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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