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people like to refer to this as the ecosystem Knowledge won t grow in a hostile environment; if we want knowledge to grow and spread, it must be supported and nurtured Again, knowledge differs from information Knowledge is rooted in our beliefs and values; it is the result of our interpretation of events and as such depends on our perspective and our intentions Information is more objective and less subjective As we have already suggested, knowledge also implies action: we use knowledge to create action Information may rest passively in, say, a book or a database but knowledge is active: it is used and the use creates more knowledge This also makes knowledge more delicate than information: stop using some knowledge and you risk losing it The need for action also means that knowledge exists in the present and in the present context Knowledge doesn t automatically create action, nor do all actions create knowledge In order to use knowledge meaningfully, and derive meaningful knowledge from action, we must engage in thinking The connection between knowledge in our heads and physical action is the thinking process Without conscious thought, knowledge remains passive To summarize, our working de nition of knowledge has the following characteristics:
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Knowledge exists within an ecosystem that we will call ba Knowledge is more than simply the possession of information: it implies action Knowledge implies some act of creation, such as thinking Knowledge exists in the present: its value may increase or decrease with time
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32 Knowledge into Action
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The above de nition of knowledge speci cally included action, because without action we can have as much knowledge as we like, but it doesn t mean anything Unfortunately, many organizations regularly have problems turning what they know into action We cut corners because we re rushed or because doing it right involves doing more work Maybe the work is dirty or nobody else does it right, so why bother Or perhaps we think they want it done this way Sometimes our de nition of the right way isn t necessarily what others think is the right way Software developers are not alone in this Pick up a newspaper and you re sure to nd a report of some incident that could have been avoided if people had only listened to advice from the government, from consultants or from the newspaper itself For example, in the manufacturing sector Toyota is widely admired and many companies seek to emulate the company s productivity and quality In theory,
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this isn t dif cult: Toyota s production methods are far from secret and they have opened their plants to suppliers and competitors alike The company has been studied and documented for decades, business schools teach their ideas and at least one book on the topic is a bestseller4 The dif culty is not information on Toyota s practices: it is turning that information into lasting action This gap between what we know and how we act has been called the knowing doing gap and is the subject of a book by that name5 Frequently, individuals, teams and companies know things but don t act on them For example:
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They know why product quality is low, but they don t x it They know customers aren t buying their product, but they keep making it They know how to improve their operations, but they prefer to keep doing things the way they always did
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Thinking Point: What Do You Know That You Don t Act On
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Make a list of the problems and opportunities that you see in your organization and what you regard as the best thing to do Now work out what stops you from turning this knowledge into action When you ve done this, look at the list and see what assumptions you ve made Also look for ambiguities and generalizations speci cally anywhere you have written they or them exactly whom do you refer to Try to remove any assumptions, ambiguities and generalizations if you have to ask others to clarify and con rm things, then do so Many organizations fall into this trap to a greater or lesser degree However, there are companies that do act on what they know and do improve Perhaps surprisingly, the companies that close the gap don t seem to have any special secret ingredient, or magic bullet they don t necessarily do anything other companies don t know about What these companies do is to actually act on what they know It s simple, really If we re to address Drucker s challenge, as set out in the introduction, it isn t suf cient to know what we must do; we must actually do it, and having done it we must nd the next thing and implement that There needs to be a constant learning and changing cycle One of the barriers to improving software development perhaps the biggest, in fact is simply failure to act on what we know
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See Womack, Jones and Roos (1991) See Pfeffer and Sutton (2000)
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Peters rst found fame with In Search of Excellence (Peters and Waterman, 1991) and revisited many of the topics, including bias for inaction in Re:Imagine! (Peters, 2003)
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