books by Robert I. Sutton     books:     Robert I. Sutton      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.             The No Asshole Rule Robert I. Sutton Grand Central Pub, 2007             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 ...             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.             The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't Robert I. Sutton Business Plus, 2007 A great book ... why you do not want jerks on your team It is inevitable that we all have to deal with jerks at the workplace or on your team. Sutton does an excellent job of pointing out the consequences of having these individuals in your organization. He also gives you the tools to handle these jerks. As a team ...             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 ...             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 ...             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 ...             How to Practice Evidence-Based Management Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 2006 This chapter illustrates how and why so many of the current standards for judging business ideas and management practices are flawed and offers some alternative ways of approaching the marketplace for ideas that are more consistent with the fundamentals of logical reasoning and the scientific method.             When Memory Substitutes for Thinking: Understanding the Knowing-Doing Gap Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 1999 Organizations that fail to implement performance knowledge often rely on precedent, doing what has always been done without reflection. In this chapter, the authors show how a strong organizational memory can both produce and undermine performance.             Weird Ideas That Work: 11 1/2 Ways to Promote, Manage and Sustain Innovation Robert I. Sutton E-Allen Lane, 2002             Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 2006 This chapter examines one of the most deeply held half-truths in the business world, that financial incentives drive company performance, and tackles several deeply held, widely shared, and intertwined beliefs and assumptions about what motivates people in the workplace.             The Weird Rules of Creativity (HBR OnPoint Enhanced Edition) Robert I. Sutton Harvard Business Review, 2002 For at least the past decade, the holy grail for companies has been innovation. Managers have gone after it with all the zeal their training has instilled in them, using a full complement of tried and true management techniques. The problem is that none of these practices, well suited for cashing in on old, proven products and business models, ...             Appendix: The Knowing-Doing Survey Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 1999 Organizations should work to identify the gaps in what leaders know, and what is actually going on in the company can provide an agenda for action. This chapter is a tutorial in asking managers the right questions to identify and tackle knowing-doing gaps.             EL FIN DE LA SUPERSTICION EN EL MANAGEMENT (Nuevos Paradigmas) Jeffrey Pfeffer, Robert I. Sutton Urano, 2007 El Fin de la Superstición Esta versión la compré luego de haber leído la original en inglés "Hard Facts, Half Truths, and total nonsense". Me parece que la traducción es muy buena y la versión en español me permitió regalar el libro a una mayor audiencia en mi entorno natural que es en español. ...          products you might be interested in search for books evidence-based, knowing-doing, performance, substitutes, supersticion, understanding      toavi.com    web we recommend A great book ... why you do not want jerks on your team randomly chosen book: Thanksgiving Turkey Trouble (Ready, Freddy!)