ABSTRACT
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.
TABLE OF CONTENTS
part |31 pages
Why Should You Care about Knowledge?
chapter |11 pages
The Knowledge Leadership Challenge
chapter |18 pages
The Emerging Era of the Knowledge Leader
part |83 pages
Becoming a Knowledge Leader
chapter |18 pages
Discovering Your Knowledge Leadership Style
chapter |20 pages
Learning From Commissar and Yogi Leaders
chapter |20 pages
Stepping Back to Envisionnew Possibilities
part |37 pages
Putting Knowledge into Action
chapter |18 pages
Aligning Knowledge With Business Strategies
chapter |17 pages
Understanding the Role of Knowledge in Organizations
part |65 pages
Developing Pragmatic Knowledge
chapter |20 pages
Putting Action into Knowledge
chapter |23 pages
Learning to Make Knowledge Pragmatic
chapter |20 pages
Leading Knowledge Processing
part |81 pages
Leading FAST Knowledge-Based Organizations (KBOs)
chapter |19 pages
Developing FAST KBOs
chapter |19 pages
Learning From Experience: A Case of Mistaken Identity
chapter |22 pages
Balancing Knowledge and Management Systems
chapter |19 pages
Constructing Effective Knowledge Infrastructures
part |29 pages
Putting It All Together