books by Robert I. Sutton     books:     Robert I. Sutton      The No Asshole Rule Robert I. Sutton Grand Central Pub, 2007             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.             Weird Ideas That Work: How to Build a Creative Company 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 ...             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 ...             The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action 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 ...             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.             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.             Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management 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 ...             The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't 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 ...             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 ...             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 ...             The Smart-Talk Trap (HBR OnPoint Enhanced Edition) 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 ...             Evidence-Based Management (HBR OnPoint Enhanced Edition) Jeffrey Pfeffer, Robert I. Sutton Harvard Business Review, 2006 For the most part, managers looking to cure their organizational ills rely on obsolete knowledge they picked up in school, long-standing but never proven traditions, patterns gleaned from experience, methods they happen to be skilled in applying, and information from vendors. They could learn a thing or two from practitioners of evidence-based ...             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.             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.          products you might be interested in search for books competition, evidence-based, fundamentally, half-truths, knowing-doing, understanding      geepe.com    web we recommend Die Keinearschlochregel randomly chosen book: The World Is Flat 3.0: A Brief History of the Twenty-first Century