Knowing “What” to do is Knowing “What” to do is not Enough:not Enough:

Turning Knowledge into ActionTurning Knowledge into ActionBy 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