The Knowing-Doing Gap

1. Knowing Isn't Doing: The Gap Between Knowledge and Action

Why do so much education and training, management consulting, and business research and so many books and articles produce so little change in what managers and organizations actually do?

The Knowing-Doing Gap. Organizations often possess the knowledge of what needs to be done to improve performance, yet they fail to translate this knowledge into consistent action. This gap between knowing and doing is a pervasive problem, affecting organizations across various industries and sizes. The problem isn't a lack of information, but a failure to implement what is already known.

The Illusion of Knowledge. Many organizations believe that simply acquiring knowledge through training, consulting, or research is sufficient for change. However, this is a fallacy. Knowledge is only valuable when it is put into practice. The gap between knowing and doing is often wider than the gap between ignorance and knowing.

Focus on Implementation. The key to organizational success lies not just in acquiring knowledge, but in developing the ability to consistently implement that knowledge. This requires a shift in focus from simply knowing what to do to actually doing it. The ability to turn knowledge into action is a source of competitive advantage.

2. Precedent and Memory: The Trap of "How We've Always Done It"

Organizations learn. Then they encase their learning in programs and standard operating procedures that members execute routinely. These programs and procedures generate inertia . . .

The Power of Habit. Organizations, like individuals, develop habits and routines that become deeply ingrained over time. These habits, often based on past practices and precedents, can become barriers to change and innovation. The phrase "that's how we've always done it" is a common symptom of this problem.

Mindless Reliance on the Past. When organizations rely too heavily on precedent, they often fail to question whether existing practices are still effective or relevant. This mindless adherence to the past can lead to stagnation and an inability to adapt to changing circumstances. The past becomes a substitute for thinking.

Breaking Free from the Past. Overcoming the trap of precedent requires a conscious effort to challenge existing assumptions and routines. Organizations must be willing to experiment with new approaches and to learn from both successes and failures. This requires a culture that values innovation and continuous improvement.

3. Talk vs. Action: The Illusion of Progress

The most aggressive minds in an organization rarely focus on measurement systems. . . . Leaders, they feel, should concentrate on important, exciting things like vision and strategy, and let the people with the green eye shades worry about measurement.

The Allure of Talk. Many organizations fall into the trap of substituting talk for action. They spend excessive time in meetings, developing plans, and creating presentations, but fail to translate these activities into tangible results. Talk becomes a substitute for doing.

The Illusion of Control. Leaders often believe that simply making a decision or creating a plan is sufficient to ensure implementation. However, this is a fallacy. Decisions and plans are only valuable when they are followed by concrete actions. The problem is that talk is easy, and action is hard.

Action-Oriented Culture. To avoid the trap of talk, organizations must cultivate a culture that values action and results. This requires a shift in focus from simply talking about what needs to be done to actually doing it. Leaders must model this behavior and hold themselves and others accountable for implementation.

4. Fear: The Great Inhibitor of Knowledge Implementation

Fear helps create knowing-doing gaps because acting on one's knowledge requires that a person believe he or she will not be punished for doing so.

Fear as a Barrier. Fear is a powerful emotion that can prevent people from acting on their knowledge. When people fear for their jobs, their futures, or their self-esteem, they are unlikely to take risks or to challenge the status quo. Fear causes people to repeat past mistakes.

The Cycle of Fear. Fear can create a vicious cycle in organizations. When leaders use fear as a management technique, it can lead to a culture of distrust and paranoia. This, in turn, can further inhibit the ability to turn knowledge into action. Fear makes people focus on the short term.

Driving Out Fear. To overcome the negative effects of fear, organizations must create a culture of trust and psychological safety. This requires leaders to model vulnerability, to encourage open communication, and to reward risk-taking. Driving out fear is essential for creating a learning organization.

5. Measurement: The Double-Edged Sword

The most aggressive minds in an organization rarely focus on measurement systems. . . . Leaders, they feel, should concentrate on important, exciting things like vision and strategy, and let the people with the green eye shades worry about measurement.

The Power of Measurement. What gets measured gets done. Measurement systems have a powerful influence on behavior, focusing attention on what is measured and often ignoring what is not. The problem is that many organizations measure the wrong things.

Flawed Measurement Systems. Many organizations use measurement systems that are too complex, too subjective, or too focused on short-term financial results. These flawed systems can distort behavior and undermine the ability to turn knowledge into action. They can also miss important elements of performance that are difficult to quantify.

Effective Measurement. To create effective measurement systems, organizations must focus on a few key indicators that are aligned with their strategy and values. These measures should be simple, understandable, and relevant to the work that people do. They should also be used to guide behavior, not just to evaluate past performance.

6. Internal Competition: Turning Colleagues into Rivals

Competition will mean the disappearance of the lazy and incompetent, be they workers, industrialists, or distributors. Competition promotes progress.

The Myth of Internal Competition. Many organizations believe that internal competition is a good thing, that it motivates people to work harder and perform better. However, this is often a fallacy. Internal competition can undermine teamwork, collaboration, and knowledge sharing.

The Costs of Competition. When people are pitted against each other, they are less likely to help one another or to share their knowledge. They may even actively sabotage the efforts of their colleagues. Internal competition can create a culture of distrust and animosity.

Building a Cooperative Culture. To overcome the negative effects of internal competition, organizations must foster a culture of cooperation and collaboration. This requires leaders to emphasize shared goals, to reward teamwork, and to create a sense of common purpose. The focus should be on fighting external competitors, not each other.

7. The Power of "Why": Philosophy as a Foundation for Action

What we tried to do was to treat people who joined the company as we ourselves wanted to be treated. . . . If you take care of your people, they will take care of the company.

The Importance of "Why." Organizations that are successful in turning knowledge into action often have a clear sense of "why" they do what they do. They have a well-defined philosophy, a set of core values, and a clear understanding of their business model. This "why" provides a foundation for all of their actions.

Philosophy as a Guide. A strong philosophy helps organizations make decisions, prioritize actions, and stay focused on their goals. It also provides a framework for evaluating new ideas and practices. The "why" is more important than the "how."

Beyond Techniques. Many organizations focus too much on specific techniques and practices, without understanding the underlying philosophy that guides them. This approach is unlikely to be successful. Organizations must first understand "why" before they can effectively implement "how."

8. Learning by Doing: The Path to True Knowledge

We don't know if it's going to make a lot of money for the company, or not. But the technology out there is exciting and it might turn into something. Go for it.

The Limits of Theory. While theoretical knowledge is important, it is not sufficient for effective action. True knowledge comes from experience, from actually doing the work and learning from both successes and failures. Learning by doing is essential for turning knowledge into action.

The Power of Practice. Organizations that are successful in turning knowledge into action emphasize practice and experimentation. They encourage people to try new things, to learn from their mistakes, and to continuously improve their performance. They understand that there is no substitute for experience.

Teaching as Learning. One of the best ways to learn something is to teach it to others. When people are required to explain their knowledge to others, they gain a deeper understanding of the subject matter. Teaching is a powerful tool for knowledge development and transfer.

9. Leadership: Modeling the Way and Driving Out Fear

The most important role of managers is to create an environment in which people are passionately dedicated to winning in the marketplace. Fear plays a major role in creating and maintaining such passion.

The Role of Leaders. Leaders play a crucial role in creating a culture that supports the translation of knowledge into action. They must model the behaviors they want to see in others, and they must create an environment in which people feel safe to take risks and to challenge the status quo.

Driving Out Fear. One of the most important things leaders can do is to drive out fear from the organization. This requires creating a culture of trust, openness, and psychological safety. Leaders must be willing to admit their own mistakes and to encourage others to do the same.

Modeling the Way. Leaders must also model the behaviors they want to see in others. They must be action-oriented, they must be willing to experiment, and they must be committed to continuous improvement. Leaders must be seen as doers, not just talkers.

10. Simple Systems: The Key to Scalable Action

Organizations learn. Then they encase their learning in programs and standard operating procedures that members execute routinely. These programs and procedures generate inertia . . .

The Power of Simplicity. Organizations that are successful in turning knowledge into action often have simple systems and processes. They avoid unnecessary complexity and focus on the essential elements of their business. Simple systems are easier to understand, to communicate, and to implement.

Avoiding Over-Engineering. Many organizations fall into the trap of over-engineering their systems and processes. They create complex rules, procedures, and reporting requirements that make it difficult for people to act quickly and effectively. Simplicity is a virtue.

Scalability. Simple systems are also more scalable. They can be easily adapted to different contexts and can be implemented across large organizations. This is essential for creating a culture of action that is consistent and sustainable over time.

Last updated: April 1, 2025