Everyone is different. After the break up of my eighteen-year marriage and the end of a subsequent three-year relationship, I found myself in the dark, confusing chasm between knowing and doing. People who seek new ways of working and behave inconsistently to others are viewed as confused, in decisive and even two faced. Consistency with past behaviours valued over changing, even if old behaviours are ineffective. Business value: L&D’s bedrock of digital success. By providing multiple attempts to master a topic, the fear of failure also declined and the knowledge of the material was less likely to be forgotten. Book Summary - Knowing Doing Gap – How Smart Companies Turn Knowledge into Action. This helps break from the past and start a fresh. following a training course, task your senior leaders to teach that knowledge to others, Reward – Value action more than plans and concepts, Safety – Increase safety and allow mistakes/failures – There is no doing without mistakes, Fear – Fear fosters knowing-doing gaps – drive out fear, Collaborate – Promote internal collaboration not competition, Measure – Measure the system – The areas that provided learning into how we are working – example, lead time, Role model – Leaders must role model and value action not talk – Scrap powerpoint presentations in place of progress review. See all formats and editions Hide other formats and editions. The must-read summary of Jeffrey Pfeffer and Robert Sutton's book: "The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action". Go1 partners with hundreds of content providers, like Josh Bersin, Interaction Training, MindTools, and Sarder Learning to offer courses that help HR leaders monitor implementation, in turn narrowing the knowing-doing gap. Book Summary For The Knowing – Doing Gap by Jeffrey Pfeffer and Robert I. Sutton Key Insights: Need to engage more frequently in thought-ful action Spend less time just contemplating Management practices are key to facilitating the removal of the knowing-doing gap Fear prevents acting on knowledge Measurement obstructs good judgement Internal competition turns friends… Basically, this all means the key to narrowing gaps, for both personal and professional growth, is to clearly identify them. The knowing-doing gap has been studied for decades as a concern both within the workplace and our personal lives. This is needed because otherwise, the shock of change will backfire and cause people to cling even more tightly to their old ways. At the same time, it has never been more important for learning to show business value, so what do high performing organisations do to achieve this? If Disney Ran Your Hospital: Chapter 10 Close The Gap Between Knowing and Doing Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. How do you stay up to date in areas such as programming security cameras to unmet diversity and inclusion needs within an organisation, while still remembering how to tie your shoelaces and brush your hair in the morning? The perceived risk of losing power due to failure is greater. Summary: The Knowing-Doing Gap: Review and Analysis of Pfeffer and Sutton's Book Paperback – September 14, 2016 by BusinessNews Publishing (Author) 5.0 out of 5 stars 2 ratings. Put simply, the knowing-doing gap is the disconnect between knowledge and action. Before we answer that, first, let’s take a moment to reflect on all the formulas and definitions you had to memorise at school. In striving for growth, or simply to maintain the status quo, companies frequently focus on leadership development. In their book The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action, authors Jeffrey Pfeffer and Robert I. Sutton discuss why our actions often don't match our ideals, and what we can do about it. In light of the unprecedented events of 2020 so far, organisations are needing to upskill, reskill and support their people rapidly and remotely. For instance, Go1 provides online course content, the ability to curate playlists specific to learning goals, learning pathways, online quizzes, artificial intelligence/machine learning, and company assessments, just to name a few. Simply because it’s not what the people in any organization know that counts most – it’s what they do. In their book, The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action, authors Jeffrey Pfeffer and Robert Sutton explain that some people are “drowning in a sea of good intentions” because they spend an inordinate amount of time talking about an idea (“word spinning”) instead of making any progress. Thankfully, more resources are available almost daily in our ever-changing online world of eLearning, so you can check back in regularly to continue narrowing that gap. The Learning and Development (L&D) industry is certainly no stranger to the knowing-doing gap (or the speed at which this gap is growing!). Put simply, the knowing-doing gap is the disconnect between knowledge and action. To help you establish whether the ‘doing’ portion of the gap is being met, some common ‘doing’ metrics include increased revenue, or an analysis of whether how-to playbook standards are being met. Our 2020 State of Learning Report even found that 8 of the top 10 topics on Go1 were non-compliance related, showing that employees are more than willing to undertake self-guided online learning beyond the mandatory requirements set by an organisation. Price New from Used from Paperback, September 14, 2016 "Please retry" $7.99 . The cultural norms are often unknown to those within the organisation. To make it harder, increase the time, money, physical effort or mental effort required to do the old behaviour. Content production styles can vary from interactive animated videos to presentations by industry thought-leaders. This leaves us with a pressing question: how do we close the gap? With this in mind, one of the best ways to master new concepts is by incorporating VARK modalities, which focus on teaching all types of learners (visual, auditory/aural, reading/writing, or kinesthetic). Still, misalignment is most evident in the application of ‘doing.’ L&D trainers tend to focus on the delivery of material without having plans to assess how people absorb this knowledge and apply it to their daily workflow. According to the authors, … Although the difference between the two words is just a few letters, the gap between knowing and doing can be as wide as a universe. Often considered a desirable behaviour. Measurements obstruct good judgement. Only by acknowledging and surfacing these unwritten rules can the organisation start to change. In Australia, broker education is undergoing significant change. As a result, time is not allocated for deep dives into what is and isn’t working for any given role. Yet, while leaders commonly apply the nudge theory  within their teams, the idea of suggestion can only do so much to decrease the knowing-doing gap. The Knowing-Doing Gap - Page 1 MAIN IDEA Why does so much education, training, management consulting and business research as well as so many published books and articles actually generate so little change in what managers and organizations do? According to the authors, knowledge is good, but action is better. An unstated assumption “the higher you go in an organisation, the less mistakes you will make” – This makes senior management freeze and often become highly fearful of change. Also change the daily routines so that the old behaviour doesn’t fit so easily into the day. Whether it’s different backgrounds, different interests, or different senses of humour, these differences are what make working in a team so rewarding. For example, Go1 customers like Domain Logistics have experienced knowledge gaps in the workplace, and have asked for assistance in assuring training is applied and executed correctly. Unfortunately, this means workplace misalignment is almost unavoidable. As a former educator, I found that by supporting failure (for learners of any age) I could achieve eventual success. Already we have identified and develop several patterns that help to translate knowledge into real life actions. Talk and Action One of the main barriers to turning knowledge into action is the tendency to equate talking about something with actually doing something about it.