The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action
by Jeffrey Pfeffer
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List Price: $32.50
Our Price: $17.34
Your Save: $ 15.16 ( 47% )
Availability: Usually ships in 24 hours
Manufacturer: Harvard Business School Press
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Average Customer Rating:  
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Binding: Hardcover
Dewey Decimal Number: 658.4038
EAN: 9781578511242
ISBN: 1578511240
Label: Harvard Business School Press
Number Of Items: 1
Number Of Pages: 314
Publication Date: 2000-01-15
Publisher: Harvard Business School Press
Studio: Harvard Business School Press
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Spotlight customer reviews:
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Customer Rating:
Summary: Still the Best Book on Execution and Implementation
Comment: There have been a lot of books published on what it takes to "execute" strategy or to "implement" organizational change since Pfeffer & Sutton first published this book in 1999. I still think it is the best, as it shows why gaps between knowledge and organizational happen, and offers detailed suggestions about how to overcome problems like the smart-talk trap, dysfunctional competition, and overly complex measurement systems.
Customer Rating: 
Summary: The book has a knowing-doing gap
Comment: I bought the book with much expectation, as the idea (knowing-doing gap) was quite fascinating. The book does a good job of sensitizing readers to the issue of the knowing-doing gap which is a pervasive problem in a variety of walks of life. However, in the end, the authors suffer from the same problem that they are describing - they do a good job of "knowing what the problem is", but fail to provide concrete guidance on how to close this gap.
Customer Rating:
Summary: This book Is The Best of The Best!
Comment: This book hits the nail on the head. It's straight forward, easy to read format makes it a must read for every business leader who wants to get out from under knowing what to do and move to DOING the things that need to be done to move their organization forward!
Customer Rating:
Summary: Effectiveness, honesty, simplicity
Comment: Certainly in modern hi-tech work people need to be skilled, and know how to do their work well. But with all that knowledge, and people and systems concerned with knowledge management (and management in general), one may wonder at times why more work doesn't get done sooner. The authors of The Knowing-Doing Gap address this question. If you see parts of yourself or your work environment in these examples, it may be time to discuss it with others so you can get more work done with what you know already.
Customer Rating:
Summary: Overcoming Inertia - Uniting New Knowledge with Action
Comment: Two stellar professors use their experience and research to address the problem of organizational inertia in spite of our wide-spread and prevailing knowledge.
The premise is that a gap exists between our knowledge and the application of that knowledge in business... and that it can be closed. It cites that every year 1,700 business books are published, 60 billion dollars spent on training, 443 billion dollars spent on consulting and 80,000 new MBAs hit the business landscape... and still businesses are failing to apply the latest well-known and most viable principles and practices.
The authors break down the causes of this gap into five main reasons. After backing-up each reason with facts and examples, direct solutions are given to its remedy. Eight guidelines for action are then presented to fix this problem in your company. Case studies of business that have made huge turn-arounds using this appoach really amplify the authors' message.
This book is a great guide and loaded with ideas to getting the ball rolling in your business, non-profit organization... and dare I stretch to say your personal affairs. Knowing what to do, by itself is not enough... in businesses, churches or homes.
Application of this book's guidelines will make all of your other books, training, consulting, and manpower pay off. The tendency to just 'intellectualize' this information will be offset by your exposure to the real reasons knowledge hasn't lead to action in your experience. At least, that is the goal!
Five Stars
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Editorial Reviews:
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Customer Rating:
Summary: Still the Best Book on Execution and Implementation
Comment: There have been a lot of books published on what it takes to "execute" strategy or to "implement" organizational change since Pfeffer & Sutton first published this book in 1999. I still think it is the best, as it shows why gaps between knowledge and organizational happen, and offers detailed suggestions about how to overcome problems like the smart-talk trap, dysfunctional competition, and overly complex measurement systems.
Customer Rating:
Summary: The book has a knowing-doing gap
Comment: I bought the book with much expectation, as the idea (knowing-doing gap) was quite fascinating. The book does a good job of sensitizing readers to the issue of the knowing-doing gap which is a pervasive problem in a variety of walks of life. However, in the end, the authors suffer from the same problem that they are describing - they do a good job of "knowing what the problem is", but fail to provide concrete guidance on how to close this gap.
Customer Rating:
Summary: This book Is The Best of The Best!
Comment: This book hits the nail on the head. It's straight forward, easy to read format makes it a must read for every business leader who wants to get out from under knowing what to do and move to DOING the things that need to be done to move their organization forward!
Customer Rating:
Summary: Effectiveness, honesty, simplicity
Comment: Certainly in modern hi-tech work people need to be skilled, and know how to do their work well. But with all that knowledge, and people and systems concerned with knowledge management (and management in general), one may wonder at times why more work doesn't get done sooner. The authors of The Knowing-Doing Gap address this question. If you see parts of yourself or your work environment in these examples, it may be time to discuss it with others so you can get more work done with what you know already.
Customer Rating:
Summary: Overcoming Inertia - Uniting New Knowledge with Action
Comment: Two stellar professors use their experience and research to address the problem of organizational inertia in spite of our wide-spread and prevailing knowledge.
The premise is that a gap exists between our knowledge and the application of that knowledge in business... and that it can be closed. It cites that every year 1,700 business books are published, 60 billion dollars spent on training, 443 billion dollars spent on consulting and 80,000 new MBAs hit the business landscape... and still businesses are failing to apply the latest well-known and most viable principles and practices.
The authors break down the causes of this gap into five main reasons. After backing-up each reason with facts and examples, direct solutions are given to its remedy. Eight guidelines for action are then presented to fix this problem in your company. Case studies of business that have made huge turn-arounds using this appoach really amplify the authors' message.
This book is a great guide and loaded with ideas to getting the ball rolling in your business, non-profit organization... and dare I stretch to say your personal affairs. Knowing what to do, by itself is not enough... in businesses, churches or homes.
Application of this book's guidelines will make all of your other books, training, consulting, and manpower pay off. The tendency to just 'intellectualize' this information will be offset by your exposure to the real reasons knowledge hasn't lead to action in your experience. At least, that is the goal!
Five Stars
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.
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