books by Robert I. Sutton     books:       The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action32 reviews Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 2000 Overcoming Inertia - Uniting New Knowledge with Action Two stellar professors use their experience and research to address the problem of organizational inertia in spite of our wide-spread and prevailing knowledge. The premise is that a gap exists between our knowledge and the application of that knowledge in business... and that it can be closed. It cites that every year 1,700 business books are published, 60 billion dollars spent on training, ...             Building an Innovation Factory (HBR OnPoint Enhanced Edition) Andrew Hargadon, Robert I. Sutton Harvard Business Review, 2001 New ideas are the precious currency of the new economy, but generating them doesn't have to be a mysterious process. The image of the lone genius inventing from scratch is a romantic fiction. Businesses that constantly innovate have systematized the production and testing of new ideas, and the system can be replicated by practically any organization. The best innovators use old ideas as the raw materials for new ideas, a strategy the authors ...             The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't112 reviews Robert I. Sutton Business Plus, 2007 Die Keinearschlochregel A**holes create a toxic work environment, destroying productivity. Sutton introduces the Total Cost of A**holes (TCA) metric. In the case of a salesman named Ethan, the cost was estimated at $160,000, including time spent by Ethan's manager, HR professionals, senior executives, outside counsel, as well as the costs related to high turnover of support staff. Sutton warns not to hire wimps and ...             Knowing "What" to Do Is Not Enough: Understanding the Knowing-Doing Gap Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 1999 This chapter outlines the many facets of the knowing-doing problem--the challenge of turning knowledge about how to enhance organizational performance into actions consistent with that knowledge--and points toward possible solutions based on the successes of some organizations.             Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management36 reviews Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 2006 Another thought provoking work from Pfeffer I've been an avid Pfeffer fan since 'Resource Dependency', so am inclined to give him 5 stars for anything he writes. The main themes in here are extremely thought provoking and are great for jogging one's brain to think thorough one's management assumptions. A few of his analogies are weak...I believe there are better cases as analogies for some of Pfeffer's points. He relies upon his ...             The No Asshole Rule Robert I. Sutton Grand Central Pub, 2007             EL FIN DE LA SUPERSTICION EN EL MANAGEMENT (Nuevos Paradigmas)1 review Jeffrey Pfeffer, Robert I. Sutton Urano, 2007 El Fin de la Superstición Esta versión la compré luego de haber leído la original en inglés "Hard Facts, Half Truths, and total nonsense". Me parece que la traducción es muy buena y la versión en español me permitió regalar el libro a una mayor audiencia en mi entorno natural que es en español. En cuanto a el contenido gerencial es excelente, creo que todo gerente debe leerlo para ser más crítico en su trabajo y más ...             The Smart-Talk Trap (HBR OnPoint Enhanced Edition)1 review Jeffrey Pfeffer, Robert I. Sutton Harvard Business Review, 2000 The Knowing-Doing Trap = Too much talk and not enough action Jeffrey Pfeffer and Robert I. Sutton are Professors of Organizational Behavior at Stanford University, California. This article was published in the May-June 1999 issue of Harvard Business Review. In the four years of research at more than 100 companies, the authors observed a phenomenon they term the 'knowing-doing gap', which is the inertia of knowing too much and doing too little. "It can ...             Weird Ideas That Work: How to Build a Creative Company23 reviews Robert I. Sutton Free Press, 2007 Productive New Concepts This is a wonderful but dangerous book. The 11 and 1/2 weird ideas it contains are terrific, exciting and slippery. Use them right and you could transform your company into a hotbed of innovation. Use them wrong and you could also transform your company into a disorganized mess. Author Robert I. Sutton clearly explains that some situations do not require innovation - that they are, in fact, ...             When Internal Competition Turns Friends into Enemies: Understanding the Knowing-Doing Gap Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 1999 Although the creation of internal competition is a common management practice, zero-sum contests that produce winners and losers undermine the overall ability of companies to turn knowledge into action. This chapter examines why this approach to management remains so pervasive and illustrates how some organizations have avoided the negative effects of internal competitive dynamics.             Turning Knowledge into Action: Reducing the Knowing-Doing Gap Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 1999 This chapter summarizes the many sources of the knowing-doing gap and some ways of addressing it.             To Make the Best Decisions, Demand the Best Data (HBR Article Collection) Jeffrey Pfeffer, Robert I. Sutton, ... Harvard Business Review, 2006 Your company's success hinges on the quality of the decisions you and your executive team make. No matter what the decision, you need hard data to select the best course of action. Yet many managers fail to gather adequate information while considering a crucial decision. They rely on their gut, or they embrace the latest "best" practice without investigating its risks. Even if there's evidence at hand suggesting the right course of action, they ...             The No Asshole Rule, Building a Civilized Workplace and Surviving One That Isnt [UNABRIDGED CD] (Audiobook) Robert I. Sutton, 2007 Dr. Robert Sutton spent years studying a phenomenon that almost everyone has experienced and/or participated in, while on the job: that breed of coworker specifically tasked with making work more difficult for everyone around them. Here he shows listeners effective ways to identify and combat these bullies, creeps, and despots while making a place of business more conducive for actual work.             When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 1999 According to the authors, fear is an enemy of the ability to question the past or break free from precedent. In this chapter, they show how fear and distrust of management remain problems in many workplaces today, undermining organizational performance and, more specifically, the ability to turn knowledge into action.             The Weird Rules of Creativity (HBR OnPoint Enhanced Edition) Robert I. Sutton Harvard Business Review, 2002 For at least the past decade, the holy grail for companies has been innovation. Managers have gone after it with all the zeal their training has instilled in them, using a full complement of tried and true management techniques. The problem is that none of these practices, well suited for cashing in on old, proven products and business models, works very well when it comes to innovation. Instead, managers should take most of what they know about ...             Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to ... Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 2006 This chapter examines what is perhaps the most basic half-truth--that work is a separate domain from the rest of life, and should be treated differently--and provides some evidence-based insights to support greater incorporation of human needs and preferences into work and organization design.             Firms That Surmount the Knowing-Doing Gap Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 1999 This chapter provides detailed case studies of three firms--British Petroleum, Barclays Global Investors, and the New Zealand Post--that have been successful at either avoiding the knowing-doing gap or transcending barriers to turning knowledge into action.             How to Practice Evidence-Based Management Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 2006 This chapter illustrates how and why so many of the current standards for judging business ideas and management practices are flawed and offers some alternative ways of approaching the marketplace for ideas that are more consistent with the fundamentals of logical reasoning and the scientific method.             Readings in Organizational Decline: Frameworks, Research, and Prescriptions (Ballinger series on innovation ...1 review Kim S. Cameron, Robert I. Sutton Ballinger Pub Co, 1988 "Readings in Organizational Decline" Quite simply, this is the best book on the subject of organizational decline.              search for books audiobook, ballinger, civilized, collection, companies, competition, creativity, dangerous, decisions, different, evidence-based, frameworks, fundamentally, half-truths, innovation, knowing-doing, knowledge, management, organizational, paradigmas, prescriptions, profiting, reducing, smart-talk, supersticion, surviving, unabridged, understanding, work-life, workplace books:    Kindle - Amazon's New Wireless Reading Device This is the future of book reading. I have used it and love it! randomly chosen apparel: 1-Pack Hanes Comfort Blend Youth Crew P360 home  impressum - about us