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 S
內容簡介：
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.
關於作者：
Jeffrey Pfeffer is the Thomas D. Dee Professor of
Organizational Behavior at Stanford Graduate School of Business and
the author of The Human Equation HBS Press. Robert I. Sutton is a
professor of organizational behavior at Stanford''s School of
Engineering, where he is co-director of the Center on Work,
Technology, and Organization.
目錄：
Preface
1. Knowing "What" to Do Is Not Enough
2. When Talk Substitutes for Action
3. When Memory Is a Substitute for Thinking
4. When Fear Prevents Acting on Knowledge
5. When Measurement Obstructs Good Judgment
6. When Internal Competition Turns Friends into
Enemies
7. Firms That Surmount the Knowing-Doing Gap
8. Turning Knowledge into Action
Appendix
Notes
Index About the
Authors
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