{"id":142,"date":"2007-03-19T02:53:00","date_gmt":"2007-03-19T02:53:00","guid":{"rendered":"https:\/\/svapm.org\/?p=142"},"modified":"2019-08-07T14:39:33","modified_gmt":"2019-08-07T21:39:33","slug":"the-knowing-doing-gap","status":"publish","type":"post","link":"https:\/\/svapm.org\/?p=142","title":{"rendered":"The Knowing-Doing Gap"},"content":{"rendered":"

\"bicycle.gif\"If knowing “HOW” to do something were enough we’d all be rich and thin. There’s always some reason why well-intentioned, educated, experienced professionals are doing the opposite of what they know makes sense. Frequently it’s because they are really busy, and can’t possibly do what needs to be done until someone ELSE changes first, usually their boss, or someone in a different department. “If only” someone or something else would change then THEY would be able to do what they need to do to accomplish the goals. A whole book on “The Knowing-Doing Gap” was written on this by two professors of Stanford University when they realized that their colleagues at the Stanford Business School didn’t follow the principles that they taught when they themselves were leading companies. It happens in project teams, too. If you want an example of the knowing-doing gap in projects, just consider that the top reason that teams fail is for lack of clear goals. What could possibly be more important for a project manager than clarifying goals and communicating them to the team?<\/p>\n

Alas, common sense is NOT common practice. What is the source of the Knowing-Doing Gap?<\/p>\n

FAIL – The 4 legs on the stool causing the knowing-doing gap and preventing people from crossing it are:<\/p>\n