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Deep Smarts
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...
Critical Knowledge Transfer
Addressing the critical issue of knowledge transfer within an organization, this book offers practical advice on how to structure the transition of documented information and the even more valuable non-documented knowledge that outgoing staffers have-before it leaves with them.
When Sparks Fly
How does a leader manage for creativity? Many managers fall into the trap of assuming that only gifted individuals--readily identifiable "creative types"--can produce breakthrough thinking, and if you don't have an eccentric genius on your team, your efforts are doomed to mediocrity. Some even argue that creativity is an art that can't possibly be planned or managed without extinguishing the vital creative spark. Yet, say Dorothy Leonard and Walter Swap, today's most innovative, complex services, products and processes spring from well-led, well-managed group interactions. Blending their backgrounds in business and psychology into a fresh perspective, Leonard and Swap sweep aside conventiona...
Critical Knowledge Transfer
How to transfer your organization's most important knowledge-before it walks out the doorWhen highly skilled subject matter experts, engineers, and managers leave their organizations, they take with them years of hard-earned, experience-based knowledge-much of it undocumented and irreplaceable. Organizations can thereby lose a good part of their competitive advantage. The tsunami of "boomer" retirements has created the most visible, urgent need to transfer such knowledge to the next generation. But there is also an ongoing torrent of acquisitions, layoffs, and successions-not to mention common.
Group Decision Making
The need to understand decision-making processes and develop individual decision-making skills is vital in modern societies. Increasingly, however, decisions are being made in a group context where the study of individual decision-making has limited utility. When people gather in a group a new entity is created. The contributors to this volume examine the importance of various factors to decision-making, including; membership characteristics, the nature of the task, group cohesiveness, size, channels of communication, and leadership.
Deep Smarts
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Managing Knowledge Assets, Creativity and Innovation
Brings together the works on knowledge and innovation, including the implementation of various processes and products. This title contains articles from journals in diverse fields and chapters that cover the innovation process, from its inception in peoples' heads to its implementation.
Managing the Unexpected
Improve your company's ability to avoid or manage crises Managing the Unexpected, Third Edition is a thoroughly revised text that offers an updated look at the groundbreaking ideas explored in the first and second editions. Revised to reflect events emblematic of the unique challenges that organizations have faced in recent years, including bank failures, intelligence failures, quality failures, and other organizational misfortunes, often sparked by organizational actions, this critical book focuses on why some organizations are better able to sustain high performance in the face of unanticipated change. High reliability organizations (HROs), including commercial aviation, emergency rooms, a...
Organizational Behavior
Contrary to the common saying: we do want you to judge this new edition of Organizational Behavior by its front cover. Specifically, featured is that this is the 14th edition, it takes an "Evidence-Based Approach,” and similar to the previous edition there are now three Luthans authors. This 14th edition is based on the foundation provided by the first mainline text which has become the classic for the study and understanding of organizational behavior. However, by taking an evidence based approach, this insures that, even though a classic, this new edition adds the most recent and relevant research to the most extensive, up-to-date reference-base of any organizational behavior text. By ad...
Trust and Rationality
Combining economic, social-psychological and sociological approaches to trust, this book provides a general theoretical framework to causally explain conditional and unconditional trust; it also presents an experimental test of the corresponding integrative model and its predictions. Broadly, it aims at advancing a cognitive turn in trust research by highlighting the importance of (1) an actor ́s context-dependent definition of the situation and (2) the flexible and dynamic degree of rationality involved. In essence, trust is as “multi-faceted” as there are cognitive routes that take us to the choice of a trusting act. Therefore, variable rationality has to be incorporated as an orthogonal dimension to the typological space of trust. The theory presents an analytically tractable model; the empirical test combines trust games, high- and low-incentive conditions, framing manipulations, and psychometric measurements, and is complemented by decision-time analyses.
