Download - Knowing “What” to do is not Enough: Turning Knowledge into Action By Jeff Pfeffer & Robert Sutton
Knowing “What” to do is Knowing “What” to do is not Enough:not Enough:
Turning Knowledge into ActionTurning Knowledge into Action
By By
Jeff Pfeffer & Robert SuttonJeff Pfeffer & Robert Sutton
We intuitively understand that We intuitively understand that knowing is not enoughknowing is not enough
$60 billion spent on training annually$60 billion spent on training annually Training not implementedTraining not implemented Billions for management consultantsBillions for management consultants Why don’t top performers look to the Why don’t top performers look to the
Ivy League Schools?Ivy League Schools?
Is there a gap?Is there a gap?
Even if evidence is strong, not always Even if evidence is strong, not always adoptedadopted
Performance not transferred across Performance not transferred across firmsfirms
Does it Matter?Does it Matter?
There’s too much information out there to There’s too much information out there to successfully hoard many secretssuccessfully hoard many secrets
Most interventions are about things Most interventions are about things already knownalready known
Although knowledge creation, Although knowledge creation, benchmarking, and knowledge benchmarking, and knowledge management may be important, management may be important, transforming it into action is at least as transforming it into action is at least as importantimportant
Problems with Knowledge Problems with Knowledge ManagementManagement
First, the conception of knowledge as First, the conception of knowledge as explicit and quantifiableexplicit and quantifiable• We treat knowledge like a warehouse We treat knowledge like a warehouse
itemitem• Do we build it into products?Do we build it into products?• Do we develop new products based on Do we develop new products based on
it?it?• Working Knowledge – knowledge is Working Knowledge – knowledge is
transferred between people by stories, transferred between people by stories, gossip and watching others work.gossip and watching others work.
Problems with Knowledge Problems with Knowledge ManagementManagement
First (continued)First (continued)• Tacit knowledge cannot be stored Tacit knowledge cannot be stored
readilyreadily• Knowledge storage and retrieval Knowledge storage and retrieval
systems are often not developed by systems are often not developed by those who will use themthose who will use them
Problems with Knowledge Problems with Knowledge ManagementManagement
Second, it is conceptualized as Second, it is conceptualized as distinct from philosophy or valuesdistinct from philosophy or values
Third, we overestimate the Third, we overestimate the importance of the tangible, specific, importance of the tangible, specific, programmatic aspects of knowledge programmatic aspects of knowledge and underestimate the underlying and underestimate the underlying philosophy that guides what is done philosophy that guides what is done and howand how
Why Typical KM Practices Make Why Typical KM Practices Make the Gap Worsethe Gap Worse
Emphasize technology and transfer Emphasize technology and transfer of codified informationof codified information
Treats knowledge as a tangible thing Treats knowledge as a tangible thing and separates it from its useand separates it from its use
Formal systems can’t easily store Formal systems can’t easily store tacit knowledgetacit knowledge
The people responsible don’t The people responsible don’t understandunderstand
Philosophy is ignoredPhilosophy is ignored
Turning Knowledge into ActionTurning Knowledge into Action
Why before how: Philosophy is Why before how: Philosophy is importantimportant
Knowing comes from doing and Knowing comes from doing and teaching others howteaching others how
Action counts more than elegant Action counts more than elegant plans and conceptsplans and concepts
There is no doing without mistakes. There is no doing without mistakes. What is the company’s response?What is the company’s response?
Turning Knowledge into ActionTurning Knowledge into Action
Fear fosters knowing-doing gaps, so Fear fosters knowing-doing gaps, so drive it outdrive it out
Beware of false analogies: fight the Beware of false analogies: fight the competition, not each othercompetition, not each other
Measure what matters and what can Measure what matters and what can help turn knowledge into actionhelp turn knowledge into action
What leaders do, how they spend What leaders do, how they spend their time and how they allocate their time and how they allocate resources, mattersresources, matters