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Related Experiment Videos

The smart-talk trap.

J Pfeffer1, R I Sutton

  • 1Stanford Business School, CA, USA.

Harvard Business Review
|July 1, 1999
PubMed
Summary
This summary is machine-generated.

Many businesses suffer from a "knowing-doing gap," where extensive discussion replaces actual problem-solving. Overcoming this requires shifting from unproductive "smart talk" to intelligent action through proven methods.

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Area of Science:

  • Business Management
  • Organizational Behavior

Background:

  • Businesses possess abundant knowledge but often struggle with implementation.
  • A common issue is the 'knowing-doing gap,' where knowledge doesn't translate into action.

Purpose of the Study:

  • To identify the causes of the knowing-doing gap.
  • To explore the role of 'smart talk' as an inhibitor of action.
  • To present methods for bridging the gap and fostering intelligent action.

Main Methods:

  • Analysis of organizational behavior across various company sizes.
  • Identification of communication patterns that hinder progress.
  • Research into successful strategies employed by effective organizations.

Main Results:

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  • The 'knowing-doing gap' is often perpetuated by substituting discussion for action.
  • 'Smart talk,' characterized by negativity and complex language, significantly impedes progress.
  • Successful companies utilize specific strategies to convert discussion into tangible results.

Conclusions:

  • Addressing the knowing-doing gap is crucial for business success.
  • Mitigating the negative impact of 'smart talk' is essential.
  • Implementing practical methods can help organizations close the gap and drive action.