Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom
Harvard Business Press, 2005 - 288 pagine
Deep smarts are the engine of any organization as well as the essential value that individuals build throughout their careers. Distinct from IQ, this type of expertise consists of practical wisdom: accumulated knowledge, know-how, and intuition gained through extensive experience. How do such smarts develop? And what happens when people with deep smarts leave a particular job or the organization? Can any of their smarts be transferred? Should they be? Basing their conclusions on a multi-year research project, Dorothy Leonard and Walter Swap argue that cultivating and managing deep smarts are critical parts of any leader's job. The authors draw on examples from firms of all sizes and types to illustrate the connection between deep smarts and organizational viability and continuous innovation. Leonard and Swap describe the origins and limits of deep smarts and outline processes for cultivating and leveraging them across the organization. Developing an experience repertoire and receiving strategic guidance from wise coaches can help individuals move up the ladder of expertise from novice to master. Addressing a topic of increasing importance as the Boomer generation retires, Deep Smarts challenges leaders to take a hands-on approach to managing the experience-based knowledge shaping the future of their organizations.
Cosa dicono le persone - Scrivi una recensione
Nessuna recensione trovata nei soliti posti.
Altre edizioni - Visualizza tutto
ability ActivePhoto assemble assembly models assumptions behavior belief systems Best Buy Boston build deep smarts Business School Press central beliefs chapter coach and protege customers decisions develop deep smarts discussed Dorothy Leonard edge employees ence engineers entrepreneurs example experience repertoire experience-based experienced experimentation feedback focus founders going guided experience guided observation Harvard Business School Heidi Roizen herd behavior incubator India individuals innovation Internet invest investors Kanwal Rekhi know-who knowl knowledge coach Knowledge Framing knowledge gap knowledge transfer ladder of expertise leaders learner managers mentor Mondo Media novice organization organizational patterns practice problem Rekhi role models rules of thumb Silicon Valley simulations situations skills social capital social influences someone start-up Strategos strategy success tacit knowledge tion transfer deep smarts tribe understand venture capitalists Vinod Khosla