By Nancy M. Dixon
Leap forward study on wisdom move finds 5 confirmed equipment for making wisdom sharing a truth - that are correct to your corporation? whereas exterior wisdom - approximately shoppers, approximately opponents - is necessary, it hardly ever offers a aggressive side for corporations simply because such details is both to be had to all people. yet inner 'know-how' that's detailed to a particular corporation - how you can introduce a brand new drug into the diabetes marketplace, find out how to lessen meeting time in an car plant - is the stuff of which sustained aggressive virtue is made. Nancy Dixon, knowledgeable 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 created - and for this reason cannot be shared - both. growing winning wisdom move platforms, Dixon argues, calls for matching the kind of wisdom to be shared to the strategy most suitable for shifting it successfully. in keeping with an in-depth learn of a number of firms - together with Ernst & younger, Bechtel, Ford, Chevron, British Petroleum, Texas tools, and the U.S. military - which are prime the sphere in profitable wisdom move, "Common wisdom" unearths groundbreaking insights into how organizational wisdom is created, the way it could be successfully shared - and why move structures paintings after they do. formerly, such a lot companies have needed to depend on high priced 'trial and mistake' to discover an information move method 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 so that it will verify how a move strategy will paintings in a particular scenario: the kind of wisdom to be transferred, the character of the duty, and who the receiver of that wisdom should be. Drawing from the profitable - yet very diverse - practices of the corporations in her learn and offering compelling illustrative tales in accordance with the reports 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 ensure which of those platforms will be optimal of their personal businesses. "Common wisdom" will get to the guts of 1 of the main tough questions in wisdom move this present day: what makes a procedure paintings successfully in a single association yet fail miserably in one other? Going past 'one-size-fits-all' ways and easy generalities like higher administration involvement and cultural concerns, this crucial booklet might help corporations of each type build wisdom move platforms adapted to their targeted types of 'common wisdom' - and within the strategy create the easiest form of aggressive virtue there's: the sort that cannot be copied.
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Extra resources for Common Knowledge: How Companies Thrive by Sharing What They Know
Three Myths Pervading the idea of knowledge sharing are three myths. Perhaps myth is the wrong termmaybe they are just assumptions that seem reasonable at first glance, but when acted on send organizations to a dead end. Many of the organizations I studied started with one or more of these assumptions and then had to make corrections to get back on track. The three myths are (1) build it and they will come, (2) technology can replace face-to-face, and (3) first you have to create a learning culture.
A team of production engineers was sent from a Vehicle Operations plant in Kansas City to a similar plant in Saarlouis, Germany. The production engineers were there to "walk the line" with their German counterparts to see what was happening in the Saarlouis plant and gather ideas that they could use in the Kansas City plant. Then, a few weeks later, the German team paid a visit to the Kansas City plant to see what they could use. Out of these meetings fifteen short-term and thirty long-term best practices were identified.
For example, a truck manufacturing team in St. Louis has "knowledge" about how to attach the front bumper to a truck in fifteen seconds. When it writes that knowledge up and sends it to a sister factory in Dearborn, it becomes "information" because the team in Dearborn may or may not make the connections to its specific setting. In such a scenario it is difficult to point to something and say, "Oh, that is just information" or ''That is knowledge," because how it is classified depends on who is doing the saying.
Common Knowledge: How Companies Thrive by Sharing What They Know by Nancy M. Dixon