Common Knowledge: How Companies Thrive by Sharing What They by Nancy M. Dixon

By Nancy M. Dixon

Step forward learn on wisdom move finds 5 confirmed equipment for making wisdom sharing a truth - that are correct to your corporation? whereas exterior wisdom - approximately buyers, approximately rivals - is important, it hardly ever offers a aggressive aspect for corporations simply because such info is both to be had to each person. yet inner 'know-how' that's certain to a selected corporation - the best way to introduce a brand new drug into the diabetes industry, find out how to lessen meeting time in an motor vehicle plant - is the stuff of which sustained aggressive virtue is made. Nancy Dixon, a professional within the box of organizational studying, calls this data borne of expertise 'common knowledge', and argues that during order to get past conversing approximately wisdom administration to truly doing it, businesses needs to first realize that each one wisdom isn't really created - and for that reason cannot be shared - both. growing profitable wisdom move platforms, Dixon argues, calls for matching the kind of wisdom to be shared to the strategy most fitted for shifting it successfully. in line with an in-depth learn of numerous enterprises - together with Ernst & younger, Bechtel, Ford, Chevron, British Petroleum, Texas tools, and the U.S. military - which are top the sector in winning wisdom move, "Common wisdom" finds groundbreaking insights into how organizational wisdom is created, the way it should be successfully shared - and why move structures paintings once they do. formerly, so much businesses have needed to depend on high priced 'trial and blunder' to discover a data move approach that works for them. Dixon is helping managers take the guesswork out of this approach by means of outlining 3 standards that has to be thought of on the way to be certain how a move process will paintings in a selected state of affairs: the kind of wisdom to be transferred, the character of the duty, and who the receiver of that wisdom may be. Drawing from the winning - yet very assorted - practices of the firms in her research and supplying compelling illustrative tales in accordance with the reviews of actual managers, Dixon distills 5 detailed different types of data move, explains the foundations that make every one of them paintings, and is helping managers verify which of those structures will be greatest of their personal firms. "Common wisdom" will get to the guts of 1 of the main tricky questions in wisdom move this day: what makes a method paintings successfully in a single association yet fail miserably in one other? Going past 'one-size-fits-all' methods and easy generalities like higher administration involvement and cultural concerns, this significant booklet may also help organisations of each style build wisdom move platforms adapted to their exact varieties of 'common wisdom' - and within the method create the easiest form of aggressive virtue there's: the sort that can not be copied.

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For many people, a distinction between knowledge and infor- Page 13 mation is crucial. Information has been defined as data that is "in formation"that is, data that has been sorted, analyzed, and displayed, and is communicated through spoken language, graphic displays, or numeric tables. Knowledge, by contrast, is defined as the meaningful links people make in their minds between information and its application in action in a specific setting. Linking knowledge to action is a useful way to differentiate it from information, but the distinction gets blurred when applied to organizational situations.

C. is a very difficult city to find your way around in, even with a map. " Not only am I not annoyed at these inquiries, Page 7 I am pleased to be asked. I take pleasure in seeing relief light up their faces when I provide directions. I know that I am not alone in my willingness to share information. " The truth is that if we know something that we think someone else needs to know, it is difficult for us to refrain from telling them. It is almost a natural impulse to tell others what we know. " No less at work.

Army troops that arrived in Haiti in 1994 was to remove guns and ammunition from the many rebel towns. After the first attempt, the unit assigned to do this held an After Action Review (AAR) to assess what had happened in order to improve the next attempt. During the meeting the soldiers recognized that their effort to disarm the town had been met with considerable resistance. One soldier noted that he had observed few dogs in the town. Someone else had noticed that the Haitians were fearful of the large German Shepherds that were used by the military police.

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