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

By Nancy M. Dixon

Leap forward study on wisdom move unearths 5 confirmed tools for making wisdom sharing a truth - that are correct on your corporation? whereas exterior wisdom - approximately buyers, approximately opponents - is important, it hardly offers a aggressive facet for firms simply because such info is both on hand to each person. yet inner 'know-how' that's precise to a particular corporation - easy methods to introduce a brand new drug into the diabetes marketplace, the right way to reduce meeting time in an vehicle plant - is the stuff of which sustained aggressive virtue is made. Nancy Dixon, a professional within the box of organizational studying, calls this information 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 every one wisdom isn't really created - and accordingly cannot be shared - both. growing profitable wisdom move structures, Dixon argues, calls for matching the kind of wisdom to be shared to the tactic most suitable for moving it successfully. in accordance with an in-depth learn of a number of companies - together with Ernst & younger, Bechtel, Ford, Chevron, British Petroleum, Texas tools, and the U.S. military - which are best the sphere in winning wisdom move, "Common wisdom" finds groundbreaking insights into how organizational wisdom is created, the way it will be successfully shared - and why move structures paintings after they do. formerly, so much corporations have needed to depend upon expensive 'trial and blunder' to discover a data move method that works for them. Dixon is helping managers take the guesswork out of this strategy by means of outlining 3 standards that needs to be thought of which will ascertain how a move strategy will paintings in a particular state of affairs: the kind of wisdom to be transferred, the character of the duty, and who the receiver of that wisdom should be. Drawing from the winning - yet very assorted - practices of the corporations in her learn and supplying compelling illustrative tales in line with the stories of genuine managers, Dixon distills 5 distinctive different types of data move, explains the rules that make each one of them paintings, and is helping managers confirm which of those platforms will be most advantageous of their personal agencies. "Common wisdom" will get to the guts of 1 of the main tough 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 ebook can help agencies of each sort build wisdom move platforms adapted to their designated types of 'common wisdom' - and within the strategy create the easiest type of aggressive virtue there's: the sort that can not be copied.

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Extra resources for Common Knowledge: How Companies Thrive by Sharing What They Know

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Although incentives work to some extent, none of them delivers the hoped-for results. The answer lies not in better incentives but in altering that powerful originating image of the warehouse. That image places the focus on collecting and storing knowledge instead of on reusing it, which is the ultimate goal. This starting image needs to be transformed into one that focuses on reuse. Technology Can Replace Face-to-Face If a group of people who do the same kind of work are brought together, they will begin to share knowledge (although Page 4 we often think of this as telling "war stories").

2 As it happens, three flute companies in the Boston area produce what are regarded by flutists as the best flutes in the world. All three companiesHaynes, Powell, and Brannenhave a common historical antecedent in the Haynes Company, founded in 1900. The flutes are handcrafted by a series of workers who successively drill the tone holes in the tube, solder the key mechanisms, attach the pads, construct the head joint and embouchure hole, and polish, pack, and ship the completed flutes. " No two flutes are alike, yet flutists can easily differentiate a Powell flute from a Haynes flute by the way it plays.

As many companies have discovered, the potential for cost savings in transferring best practice is enormous. The third category, Far Transfer, involves transferring tacit knowledge from a source team to a receiving team when the knowledge is about a nonroutine task. An example is a team of peers that is invited to meet with an oil exploration team to assist in the interpretation of data the receiving team has collected. The knowledge to be transferred is primarily in the heads of the visiting team members, certainly not written down as steps or sequences.

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