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The knowing-doing gap : how smart companies turn knowledge into action

Author: Robert I SuttonPaul MarcaJon PositeriStanford Alumni Association.Stanford Video Media Group.All authors
Publisher: Stanford, Calif. : Stanford Video ; Mill Valley, CA : [Distributed by] Kantola Productions, ©2000.
Series: Stanford executive briefings (Unnumbered)
Edition/Format:   VHS video : VHS tape   Visual material : EnglishView all editions and formats
Database:WorldCat
Summary:
Identifies five sources of the inertia that stops action in its tracks: hollow talk, debilitating fear, destructive internal competition, poorly designed and complex measurement systems, and mindless reliance on precedent. Outlines eight strategies that drive out destructive management practices and pave the way for knowledge to be implemented.
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Genre/Form: Filmed lectures
Material Type: Videorecording
Document Type: Visual material
All Authors / Contributors: Robert I Sutton; Paul Marca; Jon Positeri; Stanford Alumni Association.; Stanford Video Media Group.; Kantola Productions.
OCLC Number: 45157871
Notes: Running time on container: 56:55.
Credits: Editor, Jon Positeri.
Performer(s): Presented by Robert Sutton.
Event notes: Taped live January 19, 2000 at Stanford University.
Description: 1 videocassette (53 min.) : sound, color ; 1/2 in.
Details: VHS format.
Contents: Five sources of inertia that stop action --
Eight stratagies that drive out destructive management practices and pave the way for knowledge to be implemented --
Successful companies which have bridged the gap.
Series Title: Stanford executive briefings (Unnumbered)
Responsibility: Robert Sutton ; a production of Stanford Professional Education ; Stanford Alumni Association ; producer, Paul Marca ; director, Jon Positeri.

Abstract:

Identifies five sources of the inertia that stops action in its tracks: hollow talk, debilitating fear, destructive internal competition, poorly designed and complex measurement systems, and mindless reliance on precedent. Outlines eight strategies that drive out destructive management practices and pave the way for knowledge to be implemented.

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