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In Knowledge Leadership, Cavaleri and Seivert describe the dawning of a new era in which individuals are "leading" rather than "managing" knowledge. In the past, many knowledge-based initiatives have failed because leaders underestimated the powerful link between knowledge and performance improvement - and also because they mistakenly thought that "information" was the same as knowledge. Cavaleri and Seivert claim that, while information is a necessary precursor to knowledge, it is not sufficient in itself for improving business performance. The authors describe notable organizations that use the pragmatic knowledge strategies they describe to gain competitive advantage. Pragmatic knowledge is the result of individuals' developing a deeper understanding of how (and why) things work best in practice. The process of creating pragmatic knowledge transforms key lessons from systems thinking, total quality management, and organization learning into a powerful new business strategy. To help readers apply the concepts and tools in this book, Cavaleri and Seivert draw on case examples and a decade of original cross-cultural research about knowledge leadership.
They also invite readers to use The Knowledge Bias Profile to discover their knowledge leadership style. The book systematically outlines a user-friendly strategy for becoming a knowledge leader and for building high-performing, knowledge-based organizations.
Sharon Seivert is President of The Coreporation in Cambridge, Massachusetts. She has been CEO of Central Minnesota Group Health Plan, VP of a non-profit think tank, and an executive coach. Sharon is also an accomplished musician.
Part I. Why Should You Care about Knowledge Leadership? Chapter 1: The Knowledge Leadership Challenge Chapter 2: The Emerging Era of the Knowledge Leader Part II: Becoming a Knowledge Leader Chapter 3: Discovering Your Knowledge Leadership Style Chapter 4: Learning from Commissar and Yogi Leaders Chapter 5: Stepping Back to Envision New Possibilities Chapter 6: Studying Knowledge Leadership Behavior: Lessons from Cross-Cultural Research Part III: Putting Knowledge into Action Chapter 7 Aligning Knowledge with Business Strategies Chapter 8 Understanding the Role of Knowledge in Organizations Part IV: Developing Pragmatic Knowledge Chapter 9: Putting Action into Knowledge Chapter 10 Learning to Make Knowledge Pragmatic Chapter 11 Leading Knowledge Processing Part V: Leading FAST Knowledge-Based Organizations (KBOs) Chapter 12 Developing FAST KBOs Chapter 13 Learning from Experience: A Case of Mistaken Identity Chapter 14: Balancing Knowledge and Management Systems Chapter 15 Constructing Effective Knowledge Infrastructures Part VI: Putting it all Together Chapter 16 Using 5-Point Dynamic Mapping to Lead FAST KBOs Appendices: Appendix A: Development and Use of the Knowledge Bias Profile Appendix B: Essentials of Creating Pragmatic Knowledge Appendix C: 5-Point Dynamic Career Mapping for Talent Retention and Development
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- ID: 9780750678407
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