Knowing-doing gap : how smart companies turn knowledge into action
- BostonUS Harvard Business School P. 2000
- xv, [3], 314 p.
Aims to help organizations to convert knowledge into practice. Looks at how talk e.g. planning, presentations, meetings, substitutes for action. Explores the trap of organizational precedence that blocks examination of the past, and the use of knowledge to forge new ways forward. Shows how fear, distrust, internal competition, and using flawed measurement instruments, undermine an organization's ability to translate knowledge into action. Cites examples of firms that have surmounted the knowing-doing gap, and provides 8 guidelines for addressing the problem.