Hard Facts, Dangerous Half Truths, and Total Nonsense:

Program Highlights

• Five sources of inertia that stop action.
• Eight strategies that drive out destructive management practices and pave the way for knowledge to be implemented.
• Successful companies which have bridged the gap.

Knowing what to do often has little or no impact on what managers actually do, and organizations often fail to put their knowledge into action. Deficient practices—not people—are to blame for the disconnect between knowing and doing. Some companies are able to avoid these action-inhibitors altogether, and others have learned to overcome them. Dr. Sutton outlines strategies that drive out destructive management practices and pave the way for knowledge to be implemented.

Dr. Robert Sutton is the Research Director of the Stanford Technology Ventures Program and has published more than 60 articles and chapters in scholarly and applied publications. He is the co-author, with Dr. Jeffery Pfeffer, of the book "The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action."