Hard Facts, Dangerous Half Truths, and Total Nonsense: Profiting from Evidence-Based Management Stanford Executive Brief with Robert Sutton
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There’s a big difference between knowing what should be done and what is actually done. Organizations and their leaders often don’t act on their knowledge and choose not to do the things they should. It is these deficient practices, not the people within the organization, that are at fault for the disconnect between what is done and what would be best. Some companies learn to overcome this problem while others avoid the situation all together.
Dr. Robert Sutton shares vital strategies that can help organizations stop destructive practices and adopt management methods that are productive and healthy. This will open up the door for knowledge-based action.
Dr. Sutton serves as the Research Director at the Stanford Technology Ventures program. He also published over 60 informative articles and chapters in applied and scholarly publications. He also co-authored The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action along with Dr. Jeffrey Pfeffer. Hard Facts, Dangerous Half Truths and Total Nonsense will:
- Explain five sources of inertia that can result in inaction
- Share eight powerful strategies that eliminate destructive management methods
- Discuss the success of companies who managed to overcome this obstacle