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

By Nancy M. Dixon

Leap forward study on wisdom move finds 5 confirmed equipment for making wisdom sharing a fact - that are correct in your corporation? whereas exterior wisdom - approximately consumers, approximately rivals - is necessary, it hardly ever offers a aggressive aspect for corporations simply because such info is both on hand to every person. yet inner 'know-how' that's precise to a selected corporation - find out how to introduce a brand new drug into the diabetes marketplace, find out how to lessen 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 each one wisdom isn't 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 strategy most suitable for shifting it successfully. in accordance with an in-depth research of a number of companies - together with Ernst & younger, Bechtel, Ford, Chevron, British Petroleum, Texas tools, and the U.S. military - which are prime the sphere in winning wisdom move, "Common wisdom" finds groundbreaking insights into how organizational wisdom is created, the way it should be successfully shared - and why move platforms paintings once they do. previously, such a lot companies have needed to depend upon high priced 'trial and mistake' to discover a data move method that works for them. Dixon is helping managers take the guesswork out of this method by means of outlining 3 standards that needs to be thought of on the way to be certain how a move technique will paintings in a selected 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 profitable - yet very varied - practices of the corporations in her learn and delivering compelling illustrative tales in keeping with the reviews of actual managers, Dixon distills 5 special different types of data move, explains the foundations that make each one of them paintings, and is helping managers verify which of those platforms will be optimal of their personal firms. "Common wisdom" will get to the guts of 1 of the main tough questions in wisdom move this day: what makes a procedure 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 crucial booklet can help companies of each sort build wisdom move structures adapted to their detailed different types of 'common wisdom' - and within the approach create the simplest form of aggressive virtue there's: the type that can not be copied.

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The teams meet face-to-face for one to three days in order to work through an issue the first team is facing. For example, a team that is drilling in deep water off the coast of Norway can ask for an "assist" from a team that has had experience in deep-water drilling in the Gulf of Mexico. " The idea of Peer Assists was put forward by a corporate task force in late 1994, and BP wisely chose to offer it as a simple idea without specifying rules or lengthy ''how-to" steps. It is left up to the team asking for the assistance to specify who it would like to work with, what it wants help on, and at what stage in the project it could use the help.

If a team in Dallas improved its process in a way that provided greater quality, a team in San Jose could easily understand what it had done and why. But in other organizations tasks and contexts differed greatly from team to team. At Ernst & Young, for example, a consulting team in Boston that was developing a proposal to present to a national association could be engaged in very different activities from a team in Atlanta that was preparing a proposal for a high-tech startup firm. " The overall task might be the samedeveloping a proposalbut what each team was actually doing might not be recognizable by the other as necessary or well done.

I think this comment doesn't refer to the times when you phone a colleague or send out a "does anyone know.. " e-mail. Most people's reactions are like mine: they are flattered to be asked and respond as fully as they can. When we hear this complaint it nearly always refers to getting people to "write up something" to send into a databaseand that is a very different thing. When David Constant, Sara Kiesler, and Lee Sproull did a study of attitudes about information sharing, they found that people distinguished between what they had learned through their own experience, such as how to fix a software bug, and Page 8 more tangible information, such as documents.

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