A new year has begun, and along with it come the resolutions—to eat better, exercise more, read more, stay in touch with friends, travel; the list goes on. The beginning of a new year for schools is much the same: we all start with great intentions and plans built around the important work necessary to improve student achievement outcomes. We know the research, we have the data, we have the personnel, and we know the great need that exists in our schools—but how do we move beyond the knowing-doing gap?
How do we turn that knowledge into measurable action?
I chose this topic because of its relationship to sustainable organizational transformation in our schools and school systems and the importance of building capacity and fostering a growth mindset where we reflect on our current practices and take action based on that knowledge. This message is an important reminder that to truly transform our educational system will require measurable and purposeful actions, driven by research, data, and evidence on a daily basis.
Years have been spent discussing and planning without always converting our knowledge into action. Jeffrey Pfeffer and Robert I.
See the full list here. The Organized Mind. I chose this topic because of its relationship to sustainable organizational transformation in our schools and school systems and the importance of building capacity and fostering a growth mindset where we reflect on our current practices and take action based on that knowledge. Extreme Ownership. Companies know that brands are strong assets. How will we respond so that we impact the lives of the students we serve?
You now have a roadmap for how to address improving your endeavor. Attack the important things that are not being executed well.
Great book; see my page on it. Finally, the right-most column crunches the numbers and gives you the difference. Knowing-Doing Gap Intro. The Knowing Doing Gap is a fantastic book. Read More.
Behavior Drives Attitude. Another interesting list of principles is the one the author give to drive out fear during hard times. Together with fear, history, talking and complexity, the authors identify in measurements another obstacle for organization to turn knowledge into action. Their recommendation is to :. Amongst the barriers in implementing these measurements, authors see conventional accounting and standard measurement practices.
Last obstacle identified by the authors is the one of internal competition. The main issue with internal competition is that it turns people into two groups : winners and losers. The belief is that internal competition is good for performance. It is mostly embedded by leaders who have built their success on winning in their studies, professional career etc …. But the invalid assumption is that winning is better than doing well.
What is observed ever since Deming is that it does more harm than good as it gives incentives to people for not sharing information and best practices. Very interesting to see that Pfeffer and Sutton choose the BP case of implementing collaborative online software as their first example of companies succeeding in bridging the knowing-doing gap. Anyway : these are the authors recommendation to turn knowledge into action :.
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You are commenting using your Facebook account. Notify me of new comments via email. Notify me of new posts via email. Doing Vs Talking The first principle offered by Pfeffer and Sutton is to embed more of the process of acquiring new knowledge in the actual doing of the task and less in formal training programs.
Ease of understanding Vs ease of implementation Jeffrey Pfeffer Another great idea brought forward by the authors is the one related to the simple Vs difficult paradigm. Valuing simplicity and avoiding unnecessary complexity. All along the book, the authors refer to Lean production system and in that example they mention the simplicity of NUMMI organisation compared to standard american car companies Language that mobilize action and follow-up decisions.
One passage from the company annual report reads as follows : One of the delightful side effects of a fun workplace where individuals closest to the action make business decision is rapid learning.
Bob Sutton Fear has many bad consequences. If you ask me, these are principles that are relevant in any change initiative and echoes the SCARF model Status, Certainty, Autonomy, Relatedness, Fairness : Prediction : give people as much information as possible about what and when it will happen Understanding : explain why these actions are taken Control : give people as much influence as possible over what, when and the way things happen. Compassion : convey sympathy and concern for disruption and emotional distress Measurements Together with fear, history, talking and complexity, the authors identify in measurements another obstacle for organization to turn knowledge into action.