Book Description
How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself with the master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.
Download Description
Manufacturers around the world have learned much from Japanese manufacturing techniques. However, any company that wants to compete on knowledge must also learn from Japanese techniques of knowledge-creation. Managers at Japan's most successful companies recognize that creating knowledge is not simply a matter of processing objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and ideals of employees.
Customer Reviews:
Not even worth one star.......2005-11-21
I was very disappointed by this book. Not only was it painful to read, because it dragged on and was full of academic nonsense, the authors views were also unconvincing and based on old research.
This book is outdated and not relevant to the way Japan is today. The authors use a lot of research and examples from the 80s and even the 70s. They make the claim that Japanese firms experienced a lot of success in the late 70s and 80s because of their superior ability to "create knowledge." They seem to be in complete denial that Japan's economic bubble had anything to do with this "success" that they are talking about. Also, the book was written over 10 years ago, before the financial crisis and before people realized that a lot of this so-called success was just cooked in the books by accountants.
They do give some reasonable examples of knowledge creating firms that are successful, but that's all they are, just a few examples and not an accurate representation of the whole picture of Japanese Management. Also, most of the examples are of Japanese manufacturing firms. What about the service sector? Suspiciously they did not use examples of companies from Japan's service sector, which are extremely inefficient and not the text book perfect examples of successful "knowledge creating" firms.
The theories and models in this book are a bunch of overly abstract vague pretentious academic nonsense. The real life examples are so nebulously related to the theories and models that most successful (or unsuccessful) companies can be used as examples.
If you want to read a bunch of nonsense based on old research with the names of Harvard professors and some philosophy thrown in to make the nonsense seem legit and intelligent, then by all means, read this book. But if you are like me and want to learn about Japanese management, don't waste your time or money on this book.
BEWARE! Digital version is only a 10 page summary!.......2004-03-16
Don't get caught like I did.
From information-processing machine to knowledge-creating co.......2002-08-28
This book is the classic in the organizational learning approach. But it¡¯s more than that. This book is not about lean production or Japanese kaizen system, but about how to enhance a firm¡¯s adaptability to turbulent environment through knowledge creation. with suggesting new concept of knowledge-creation as the tangible base of organizational capabilities or innovation, this book serves as the bridge between organizational learning school and resource-capabilities view.
As the being to survive in environment, the firm processes signals or information from environment. Knowledge is the framework to process info to interpret the state of environment. Up to 1980s, the company was viewed as information-processing machine. Indeed, firm is the flow of information. That kind of view has been justified against the business reality. Actually, it¡¯s the very picture of bureaucratic organization which culminated in GM¡¯s M-form model. Here, CEO like Jack Welch is the hero. Such an organization is effective when the environment is stable and predictable. But since 1970s, things have changed. Uncertainties have been amplified with the hypercompetition on global scale. Now the framework to interpret the signal from environment, itself should incessantly and systemically be adapted to turbulent reality. Knowledge and innovation have come the words of the day. Not surprisingly, there has been growing dissatisfaction with traditional organizational structure. Kao¡¯s CEO, Maruta put it in this way: ¡®The intelligence of a firm does not come from the president nor top management. That must come from the gathering of all knowledge of all members.¡¯ This book is about to how to build organization as the effective innovation site. To do so, all the available knowledge in and out of company should be able to be mobilized and freely flow throughout the firm. For instance, front line employees are constantly in direct touch with the outside world. They can obtain access to the up-to-date info on the market, technology, or competitors. But their knowledge is, in most cases, not able to be expressed in explicit way. Generally, it¡¯s the tacit knowledge. But to survive more and more intensified competition, the firm should be apt to mobilizing their tacit knowledge. To achieve such a goal, task force or bottom-up organizational model emerged. In those model, the creative knowledge worker, in Peter Drucker¡¯s term, is the hero. But in those models, knowledge tends to be confined to narrow front line, and comes and goes with creative employees. And worse, the firm can¡¯t react as an efficient unit to threats from environment. As a result, innovation is the haphazard event. So there should be some integrating mechanism like hierarchy. To be efficient unit, knowledge should flow all over the company. Here, authors rediscover the significance of middle managers. They play the role of midwife and amplifier of knowledge from front line employees and between various divisions in the firm. They coordinate the flow of knowledge and maintain the firm as a coherent knowledge-creating unit. In short, the firm should be organized as the melting pot of member¡¯s knowledge. Authors take examples from Japanese firms to illustrate what¡¯s like such a site.
A look at knowledge creation.......2001-11-26
I came to this book through a reference in Novak & Gowin. What caught my eye was that someone was willing to talk about an epistemological stance other than the analytic, reductionist view held in science. For the most part, I found this book's understanding of Western epistemology to be reasonable; I can't speak for the Japanese epsitemology cited. What interested me, and for which I recommend the book, is their view of knowledge creation. The case studies lend weight to their view, but they do explicate a possible model for turning subjective knowledge into explicit knowledge. They suggest a management model for making it happen. The book is very well written and edited.
I believe the book needs a very careful read *outside* the business community. I would put this book down as the business version of Feynman's *The Character of Natural Law*.
An essential book on knowledge management.......2001-09-28
This is perhaps one of the most important books presently available on knowledge management. The authors demonstrate how 'knowledge' is vital to innovation within Japanese firms, with clear distinction made between 'tacit' and explicit' knowledge. An effort is made to distinguish the differences between Japanese and Western firms through an emphasis on the importance of 'tacit' knowledge and a 'middle-up-down' management process. Other than Chapter 2 (a review of philosophical background relating to epistemology which might put some readers off), this book has minimal jargons and complexities and would be an easy and enjoyable read even for non-academics. The arguments presented by the authors are well-illustrated with relevant industrial examples. Overall, this is a book that not only brings a new perspective to knowledge management but also raises questions for the ardent researchers who might ponder over its relevance to non-Japanese firms.
Book Description
Praise for Fourth Generation R&D "A sweeping and insightful analysis of an architecture for innovation in the knowledge economy. Technologists, strategists, and organizational architects will all find this book worth reading, as will students of the modern organization." —John Seely Brown Chief Scientist, Xerox Corporation "The new realities of competition beg a new approach to innovation and R&D; Fourth Generation R&D answers that challenge. With lucid arguments and detailed case studies, Fourth Generation R&D sketches a powerful new paradigm for planning and managing innovation. Every manager concerned with innovation and its role as a strategic resource—that's to say, every manager—will profit from this new understanding." Lawrence Wilkinson President, Global Business Network "Fourth Generation R&D is a tour de force. Its sweep, depth, and use of graphics are all truly remarkable (not to mention its command of the literature on innovation). The distinctions it draws between continuous and discontinuous innovation—and between tacit and explicit knowledge—are fundamental." —John Yochelson President, The Council on Competitiveness
Customer Reviews:
Strategic management of innovation.......2002-09-27
You might be curious about what the title of this book refers to. It¡¯s rather simpler than you might guess. In a common vocabulary in business, it refers to the ¡®radical innovation¡¯. Then, you might infer that the 3rd generation R&D should be the incremental innovation. Yep. You¡¯re right. But those conventional terms don¡¯t fit completely into what authors argues. There is sufficient reason to coin such neologisms. The argument of this book goes like this. Traditional market research tends to deal with explicit knowledge. Focus group, survey, structured interview, all tackle what is pre-definable or expressible in word. But could such approaches spot the next generation product? authors question. No. customers can¡¯t put into words their gut feeling needs. They could spot it only when it appears on the market. The real breakthrough in product development, more often than not, comes in unexpected way. Thus, authors pose the question, ¡®How we should manage the uncertainty?¡¯ Put in other way, ¡®how we should manage the innovation?¡¯ R&D or product development must include incremental innovation. But in this turbulent environment, it¡¯s not enough. To be the leader in the market, not follower, one should ride ahead the tide. Then the question of R&D should be the radical innovation. Break with the identifiable trend. Then what product should be devised? All R&D begins with the product concept. But now the concept should be based on what customer¡¯s gut feeling or their tacit needs. Don¡¯t make what customer wants today. Make what they want tomorrow. At this point, you might retort: ¡®Yep. You¡¯re right. But it¡¯s easier to be told than to be done. How I could do so?¡¯ Here comes the knowledge management. Customers¡¯ tacit needs tend to be buried in noise of day-to-day information flow. There are numerous reasons for such filtering out. But all in all, to be sensitive to that kind of info, the authors maintain, is to manage the organization innovative. Knowing is not doing. Doing needs the capability to do. Then innovation requires the capability building. But it¡¯s not that simple to build up. It must face resistance inside the firm itself. Radical innovation tends to be the capability-destroying one. so developing innovative product usually comes with organizational innovation.
Above is the problem authors pose to us. I think the better title of the book is ¡®Strategic management of innovation¡¯. This book is not about the specificity of R&D, but about how to manage the firm innovative. Overall tenet of the book is so close to Nonaka & Takeuchi¡¯s ¡®The Knowledge-Creating Company¡¯. But this book is written not for academic researcher but for managers in the field. Points are made in graphic way with various case studies by authors. Nonetheless, it lacks the depth of Nonaka & Takeuchi¡¯s book. I recommend to read this book with Nonaka & Takeuchi¡¯s.
great content, not so great style.......2002-01-04
The book starts out with theoretical constucts and eventually uses examples to show their relevance. I found the authors' style of writing rather awkward. The organization of the material also makes the book somewhat difficult to follow. However, the well researched material presented is worth buying the book.
Sustainable Innovation!.......2000-12-06
Authors Miller and Morris have nailed the impending transformation of R&D from its historical, product-centric past to its emerging knowledge-centric future. In addition, their focus on 'discontinuous' and 'fusion' innovation promises to lead the way for industry, in general, whose R&D functions typically produce less than one new product innovation per decade and whose new products, when they are produced, tend to fail in under four years. The authors' explicit embrace of knowledge management is also welcome, as the value of most companies now tends to rest more on the weight of their intellectual assets than on so-called 'hard' assets. Finally, this book's focus on distributed, enterprise-wide innovation signals the tearing down of R&D's overly centralized and compartmentalized profile in most firms, and offers strong support for the view that innovation should be structured as a distributed, whole-firm social process, not an administrative one. I highly recommend this book to readers interested in R&D, innovation, knowledge management, intellectual capital, organizational learning, and sustainable innovation.
Provocative Analysis of Innovation.......2000-04-05
Fourth Generation R&D makes explicit many of the concepts and processes of innovation that often seem mysterious and complex. The author's framework for innovation applies to organizations competing in accelerated and dynamic markets.
Innovation algorithm.......1999-12-25
Most business leaders today understand that innovation is survival. This book gets beyond the usual trivial pablum about *being more creative* to show the kinds of mechanisms and methods that give R&D traction. If you want to stop wasting your R&D dollars and get better ROI, this book offers clear, actionable, and reliable insights.
Book Description
Most learning on the job is informal. This book offers advice on how to support, nurture, and leverage informal learning and helps trainers to go beyond their typical classes and programs in order to widen and deepen heir reach. The author reminds us that we live in a new, radically different, constantly changing, and often distracting workplace. He guides us through the plethora of digital learning tools that workers are now accessing through their computers, PDAs, and cell phones.
Customer Reviews:
Highly Recommended.......2007-03-26
Jay Cross has written an invaluable book here for many reasons.
It can be hard to face up to, but the medieval basis of our education is suddenly and starkly out of touch with the needs of a post-network society. After reading this book, it's hard not to face up to that fact, because we now have a compelling, if nascent, alternative. The web enables a wholly different, but infinitely more effective approach to learning - through self-direction, and peer collaboration, motivated by individual choice, for example. As Jay points out, given the complexity and pace of change of 21st century life, we simply must change. (I have an 8 year -old daughter in school and it pains me to see what she's going through when it will all become obsolete in just a few years.) He outlines a kind of proto-pedagogical alternative, taking 'natural' learning as its starting point. He blends online/offline ideas with ideas from design, motivational psychology, etc, but is careful not to lose sight of learning objectives.
As an educator/trainer of over 20 years myself, I believe the book succeeds. Jay isn't a tremendous stylist, nor are his ideas wildly original, but he does exactly what is needed. He makes the case for alternative approaches to learning in a clear and simple way with plenty of diagrams, and examples. Although his focus is on corporate training, rather than traditional education, the implications reverberate. He brings years of training experience, together with an optimistic outlook to practice what he preaches. Having read his blog o ver the course of severalk months it has left it's makr on my own
The book is almost a metaphor for the kinds of challenge we face: hard to pin down, constantly changing, yet sometimes so obvious that we fail to see the significance. Jay doesn't have all the answers because that is the kind of (medieval) certainty he cautions against. He has brought an important discussion into the light of day. I don't know anyone who wouldn't benefit from this book.
Ken Carroll
Cycling to knowledge.......2007-01-03
Formal learning is like riding a bus, it goes, starts and stops when & where someone else decides (bus driver and urban transport committee) - informal learning is then like riding a bicycle, you choose the time, route and destination.
Way more learning happens in the coffee room than the classroom, but firms continue to spend way more on formal training than informal learning - there is a huge disconnect right there. The theme is similar in KM - formal structured tools, top-down mandates, ROI and the smells of project management dominance, do little to enhance agility, awareness, creativity, shared understanding and meaning - which add the real value.
Jay talks about unblended learning, emergence, grokking, envisioning, unconferencing, connecting, conversation, community, web2.0 and JDI (just do it). He makes the point that classes are dead, that every learner needs to cultivate an ecology, share via voicing, communicate using stories and build common text by collaborative editing (wikis).
Jay has written this timely book in the form of short stories and vignettes, recounting his experiences and perspectives. I did not find much new stuff, although there are many interesting examples and truths, but Jay managed to hit the high spots so often, I was nodding in agreement as I read along. Clearly we all have to assume responsibility for our own awareness, learning and critical inquiry. Jay neatly illustrates the tools, hints at the practices (which need more refinement) and paints the landscape.
http://informl.com/
10 Things I Like About This Book.......2006-12-17
First, a bit of context: I'm a seasoned (30+ years) practitioner in the field of leadership development, organizational learning, design and change. I've come to see that the work of transforming our organizations to new levels of consciousness, effectiveness and sustainability rests on our skill as practitioners and leaders in achieving a breakthrough an organization's capacity to learn how to learn--to be responsive to ever-increasing challenges and ever-increasing rates of change.
I've long been aware of the high cost and relative ineffectiveness of conventional "butts-in-seats" approaches to individual and organizational learning. The accelerating emergence of relevant learning strategies, methods, technologies and tools over the past decade has been encouraging--necessary but not sufficient. Jay Cross' wonderfully crafted Informal Learning constitutes a major breakthrough for all who care about transforming the organizations they serve.
10 THINGS I LIKE ABOUT THIS BOOK --
1. It does a magnificent job of explaining how we actually learn. It turns much "conventional wisdom" on its head. It provides us a cornucopia of innovative ideas for how to stimulate a culture of learning and innovation throughout an organization.
2. It's clear, clean and creatively written/formatted. I was pulled into and through the book by Jay's open, straight-talking, conversational style. His use of a variety of illustrations and juicy sidebar tidbits kept luring me to go just a bit further. The accessibility of information is superb.
3. It's alive. It's up-to-the minute and it anticipates a future where organizations are becoming increasingly alive and conscious because they've mastered the art of encouraging and nurturing informal learning.
4. Jay has distilled hard-earned wisdom from a rich collection of experts and pioneers--transformation-minded innovators and practitioner-theorists who I deeply respect--infinite players such as John Seely Brown, Etienne Wenger, David Cooperrider, Juanita Brown, David Sibbet, Verna Allee, Bruce Cryer and George Leonard.
5. Informal Learning is extraordinarily comprehensive and discerning. Jay has cast a wide net and presented us with only that which is value-adding. He has separated the wheat from the chaff.
6. It's an out-of-the-box paradigm-shifting book. He shakes up our traditional ways of thinking about learning, training and education in organizations. Informal Learning provides a variety of cures for "hardening of the categories."
7. It challenges and supports HR and Training departments to multiply their effectiveness in promoting and sustaining a vibrant informal learning culture. It provides pragmatic guidance in creative ways of weaving the work of people development throughout the fabric of an organization's operations.
8. It both challenges all organizational leaders to take direct responsibility for creating and maintaining an environment--a "learnscape"--where informal learning will naturally take root and flourish. It then provides a plethora of ideas for how to make that a reality.
9. I can easily visualize a number of generative ways of planting this book in organizations--ways that will cause relevant ideas to germinate, take root, grow and spread.
10. Best of all, Jay has built a strong case for treating an organization's approach to learning as a potential core business strategy. As we move into an era of ever-increasing change, an organization's capacity to learn and to innovate will become increasingly crucial to it's sustainability.
So -- Thank you, Jay Cross! Your book is a great piece of work--a major contribution to the world of organizations, leadership development, organizational design, learning and change. Leaders and practitioners everywhere will gain much by accessing and experimenting with the many ideas and insights you have provided us in this book.
Informality at its best.......2006-04-15
Informal Learning begins with a discussion of how the passage of time is accelerating. The 21st century will see the experience of 20,000 old 20th century years. That said, I'm hardly surprised to find this book on Amazon, eight months before it will be published. (I'm still editing the copy.)
As long as you're here, I'll share what the book is going to be about. People learn how to do their jobs informally - talking, observing others, trial-and-error, and simply working with people in the know. Formal training and workshops account for only 10% to 20% of what people learn at work. Most corporations over-invest in formal training while neglecting more natural, simple ways to learn.
Learning is that which enables you to participate successfully in life, at work, and in the groups that matter to you. Informal learning is the unofficial, unscheduled, impromptu way people learn to do their jobs.
Learning is adaptation. Taking advantage of the double meaning of the word network, to learn is to optimize the quality of one's networks.
Executives don't want learning; they want execution. They want performance. Informal learning is a profit strategy. Companies are using informal learning to:
* Improve knowledge worker productivity 20% - 30%
* Increase sales by Google-izing product knowledge
* Generate fresh ideas and increase innovation
* Transform an organization from disaster to record profits
* Reduce stress, absenteeism, and healthcare costs
* Invest development resources for maximum impact impact
* Increase professionalism and professional growth
* Cut costs and improve responsiveness with self-service learning
Training is something that's pushed on you; learning is something you choose to do. Many a knowledge worker will tell you, "I love to learn but I hate to be trained." Knowledge workers thrive when given the freedom to decide how they will do what they're asked to do. They rise or fall to meet expectations.
Informal Learning is about challenging workers (and executives) to be all they can be.
Book Description
The most valued workers today are what the economist Richard Florida calls the Creative Class, skilled individuals ranging from money managers to make–up artists, software programmers to steady–cam operators who are in constant demand around the world. Florida's bestselling The Rise of the Creative Class identified these workers as the source of economic revitalization in American cities. In that book, he shows that investment in technology and a civic culture of tolerance (most–often marked by the presence of a large gay community) are the key ingredients to attracting and maintaining a local creative class. In The Flight of the Creative Class, Florida expands his research to cover the global competition to attract the Creative Class. The United States was, up until 2002, the unparalleled leader in creative capital. But several key events––the Bush administrations emphasis on smokestack industries, heightened security concerns after 9/11 and the growing cultural divide between conservatives and liberals––have put the US at a substantial dis–advantage.
Customer Reviews:
Still needs to take on the 900-pound gorilla.......2007-04-11
"If America continues to make it harder for some of the world's most talented students and workers to come here, they'll go to other countries eager to tap into their creative capabilities--as will American citizens fed up with what they view as an increasingly repressive environment."
-- Dr. Richard Florida, The Flight of the Creative Class
From this quote you can see immediately the sort of society Dr. Florida wants. Me, too. What's puzzling is he doesn't explicitly attach his shiny new cart of creativity to the thoroughbred of peace and political liberty.
In particular, you'd expect him to lambaste the Neocon Usurpers for launching expensive wars for isolated benefit of the Carlyle Group. Is he pulling his punches so Rush Bimbaugh won't accuse him of Bush-bashing? In general, why doesn't Florida boldly oppose the bonecrushing machinery of government per se?
That's my 900-pound-gorilla reservation about The Creative books. Otherwise, they provide a nice boost to the kinds of people we want to cultivate in society... or even want to be.
It appears many in public office, more semi-comatose Democrats than fully rabid Republicans, are interested in developing and retaining creative communities.
But are they willing to do what it takes?
The more political power they wield the less willing they are.
Rise shows that what Dr. Florida calls the three Ts of creative-class communities--Talent, Technology, and Tolerance--occur rarely. And when they do, it's more from the tolerance angle.
Austin, San Francisco, Seattle, Burlington (VT), Boston, the highest American cities on the creative-class list, achieve their vaunted status by spontaneous order. When governments catch up to what's going on and want to push people around, it's too late.
Tolerance is also another word for freedom. We can easily argue that liberty is fundamentally what the creative havenots have not. Talent and technology gravitate toward communities naturally when political leaders see their mission as preserving a natural order based on civil liberties.
They accomplish that mission mainly by removing government obstacles and keeping the infrastructure efficient.
Government never furthered any enterprise but by the alacrity with which it got out of its way. -- Thoreau
Libertarians need no writer from the halls of the Carnegie Mellon Institute to tell us this dear Hamlet. But it's nice that in Rise Dr. Florida makes such a good statistical case for what creativity is, where it lives, and how we can nurture it. He also makes us aware that we, too, are paid-up members of the CC.
Flight is about politicians not getting the point of Rise.
...
For my complete review of this book and for other book and movie
reviews, please visit my site [...]
Brian Wright
Copyright 2007
Don't Waste Your Time and Money.......2006-06-21
While I appreciated and generally agreed with the thesis Richard Florida puts forward that creativity is important for society, there were many times when I found his writing `style' to be annoying. I had almost put the book down after completing the first third of it. Mr. Florida's sensitivity to criticism and unabashed need to respond to every negative comment he received from his first book made me wonder just how narcissistic this man was. His ego flows onto each page and sometimes, in my view, gets in the way of his work and feeds a perception that he is not completely objective.
There are many points that get overlooked in his analysis. Why are people gravitating to Austin, Texas? Mr. Florida postulates it is because the city is open to new ideas and diverse. While I am certain that there are people who choose to relocate based on perceptions of how open and diverse a given area is, it makes more sense to look at more practical motivators such as taxes, real estate prices, crime rates, or climate. Tangible factors such as these get little mention. The assumption made by Mr. Florida is that a heterogeneous, open society is more creative than a homogenous, closed one. I guess that Japan and South Korea don't count.
I could go on, but I would not recommend this book.
False Dichotomy between Creative and Technology Mindset.......2006-05-11
Richard Florida's work has many culturally helpful things to say. A kid's review - well argued by the way - has pointed out that Florida's work has a right brain bias. I agree, and I don't mind.
The US leads in entertainment and cultural innovation. Its writers, artists, musicians have inspired the rest of the world for a century. Today though, we fall behind in math as India and China educate engineers by the thousands. Both kinds of professionals are needed to create DIGITAL content. Communications technology without a stimulating variety of cultural content would be vapid, robotic and regimented. Humane, funny, vulnerable, caring, prankish creatives make the technology math heads produce worth watching, listening to, interacting with.
Florida's cultural creatives are the people who do this. Without them, you get the aesthetics of the the first experiments in 3D animation in the early 80's. No art direction and horrible colors. Digital technology has to present something pleasing to the eye,the ear, the soul. And the sensibility that creates this is a different kind of sensibility from algorithmic math and logic. When married, you get Apple. When kept separate you get Sun microsystems.
But wait tech heads. Great content still needs fabulous technology to get encoded into bits, sent 20,000 miles and decoded. Records don't get made without audio engineers.
Can we get over this petty squabbling and admit that techies and artists need each other? Do we all have to be little DaVinci's to close the gap? If Florida complains about President Bush subtly or not so subtly in this book, it's because Bush doesn't get half of the equation. Have you ever heard Bush say anything about the arts in his two terms as president? Short sighted, I think, and worth a complaint or two.
Florida's work is based on a fundamentally flawed assumption.......2006-04-28
Richard Florida divides people into two groups, those in the creative class such as artists, musicians, and engineers and those not in the creative class, mainly people not engaged in so called "creative work". Based on his research into the characteristics of these groups he concludes that India and China are not the real threat in terms of high tech competition and it is the smaller European nations with more open political climates that are the real threat. Obviously, Florida is not an engineer or a real scientist since anyone in the high tech field knows that India and China are the main competition for high tech jobs and the massive offshoring of engineering jobs is even lowering the number of students in college pursuing these fields. The main problem is that Florida doesn't realize that an engineer with a 4 year university degree is not the same as a writer, musician or artist that may have no education at all especially in difficult math and science courses. He mistakenly believes these two separate groups to be equal and the same in terms of contributing to high tech innovation and development. For writers an open political climate is necessary to make a living writing controversial books. However, for an engineer an open political climate is not essential in most cases but a stable modern environment where he feels confortable living and working is needed. Furthermore, Florida makes a huge deal about the "Gay Index" where high concentration of gays indicate a high concentration of the creative class and high tech innovation. This may be true in western civilization but in China and India it is irrelavant. Florida also seems to have given up on his "Technology" element of economic development for America because in his latest article for USA Today he states something to the effect that high tech innovation can be outsourced anywhere and America can only maintain its lead if it concentrated on "culture", "art", "music" and "improving retail service" jobs. In conclusion, Richard Florida's creative class theory where "Talent", "Technology", and "Tolerance" is needed for economic development is fundamentally flawed. Florida's writings lack the rigor and unbiased analysis of a real engineer or scientist but is designed to sell books to a socially liberal audience.
Politically independent?.......2006-02-08
I bought this book after seeing Mr Florida talk on CSPAN-2. He does have some interesting things to say about creativity, but...
I found it very difficult to finish.
Mr Florida claims to be politically independent, but he doesn't even hesitate to engage in the sort of casual Bush bashing one see's only in the extreme left, and along with this he repeats almost every silly platitude of same, including the ridiculous "pentagon holding a bake sale to buy a bomber" bit.
If he's politically independent, then I'm the King of Siam.
And his solution? right out of the leftists playbook, we have to spend more, lots more, way more than we ever have, "several orders of magnitude more" on "education", "culture" and "the arts."
Anyone interested in buying a used book? Only read once...
Book Description
Praise for the First Edition:
". . . poses a challenging, compelling argument and is highly recommended for any educator in search of tips, tricks, and techniques for self-improvement on the job."
--Midwest Book Review
December 2001
"I treasure this book. It is informative, well written, and important to educational leaders."
--Robert Garmston, Cofounder
Institute for Intelligent Behavior
"This book is essential to anyone interested in a framework and strategies for supporting a school staff in reflecting on its practice to increase learning at the individual and organizational levels, and subsequently enhancing student learning."
--Shirley M. Hord, Program Manager
Southwest Educational Development Laboratory
Praise for the Second Edition:
“This book is a must-read for teacher leaders, principals, and central office administrators. The authors make a substantive and powerful argument for addressing reflection at all levels of the organization and provide practical tools and insights to facilitate a comfortable transition from theory to practice. This book will be valuable to anyone serious about ensuring success for all students."
--Stephanie Hirsh, Deputy Executive Director
National Staff Development Council
Use reflective practice to renew your life, enhance your teaching practice, and promote success for your students!
As you reflect on your day, what can be learned about your teaching and leadership practice? When you create space during the week to reflect with your colleagues, in what ways can you share your experiences, successes, challenges, and questions to foster collaborative learning and growth? Reflective practice--individually and with others--counteracts the effects of professional isolation and instills a sense of meaning, renewal, and empowerment in the hectic lives of educators. Insights gained through reflective practice improve teaching and leadership practices that result in enhanced learning and development for students. This book offers a roadmap for reflective practice that presents research-based information and ideas and strategies for engaging in reflective practice alone, with partners, in small groups, and even schoolwide.
Reflective Practice to Improve Schools is the reference tool you need for mastering reflective practice and initiating it in your school. The authors have revamped this second edition to include:
- Additional ideas and strategies for
incorporating individual reflection into your life
- New examples of
reflective practice for administrators
- New examples of
reflective practice for schoolwide implementation
- Greater
reflection for fostering equity and cultural competence
A commitment to reflective practice is a commitment to realizing your potential as educators and human beings, not only human doings.
Customer Reviews:
Poses a challenging, compelling argument.......2001-12-10
Reflective Practice To Improve Schools: An Action Guide To Educators defines reflective practice (approaches to teaching that require personal commitment to continuous learning and improvement) and discusses how reflective practice and continuous learning can be spread among teachers and applied throughout school systems to create a better educational base for our children's future. Tables, figures, point-by-point bulletins and black-and-white diagrams help illustrate the benefits of reflective practice. Collaboratively written by Jennifer York-Barr, William A. Sommers, Gail S. Ghere, and Jo Monite in an effort to present difficult undergraduate level concepts in clear language that can be easily grasped, Reflective Practice To Improve Schools poses a challenging, compelling argument and is highly recommended for any educator in search tips, tricks, and techniques for self improvement on the job.
Book Description
Knowledge Networks: Innovations Through Communities of Practice draws on the experience of people who have worked with CoPs in the real world and to present their combined wisdom in a form that is accessible to a wide audience. CoPs are examined from a practical, rather than a purely academic point of view. The book also examines the benefits that CoPs can bring to an organization, provides a number of case studies, lessons learned and sets of guidelines. It also looks at virtual CoPs and to the future by asking 'what next?' This book is a resource for all people who work with CoPs - both in academia and in the real world.
Customer Reviews:
A Rich crop...Well harvested..........2004-04-06
The management of knowledge is a diverse field of study and within the field new crops of ideas are constantly emerging. One of the most resource-rich crops is that of community of practice. Sometimes generic, often hybrid and capable of being genetically-modified they have vast potential in supporting knowledge ecologies.
The agricultural metaphor lends itself well to the nurturing of knowledge. Of course, this is not the first time it has been used nor will it be the last. My own particular interest in the metaphor is how it not only lends itself to communities of practice but also to the process of learning.
For the last three years, I have been involved in teaching a module entitled "Knowledge Management" to students Mastering in Information and Library Management at a University in the North East of England. During those three years, communities of practice have emerged as a significant tool in understanding the creation, capture and transfer of knowledge within and between organizations.
The method of teaching involves lectures (theory-based) and seminars (case study-based) with the use of specific tasks to link the two areas.
This collection of papers is, perhaps, the single most useful text to emerge for teaching the concept of communities of practice, how they relate to managing knowledge within organizations and how they are cultivated and developed. It is abundant in well-researched and relevant commentary, which avoids the jargon of other works. The case studies are particularly useful to information management students trying to understand the relationship between information and knowledge management.
Congratulations to the editors for their conceptualization of the structure and identification of appropriate areas of content and to the individual authors for the quality of their contributions.
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In the Era of Human Capital: The Emergence of Talent, Intelligence, and Knowledge As the Worldwide Economic Force and What It Means to Managers and
Richard D. Crawford
Manufacturer: Harpercollins
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ASIN: 0887305350 |
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The Economic Impact of Knowledge (Resources for the Knowledge-Based Economy)
Dale Neef ,
Tony Siesfeld , and
Jacquelyn Cefola
Manufacturer: Butterworth-Heinemann
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ASIN: 0750670096 |
Book Description
Series: Resources for the Knowledge-Based Economy
What happens to our understanding of economics when the vast majority of people within our economy are employed to create ideas, solve problems, or market and sell services rather than to produce tangible goods? How do we measure non-financial "intangibles" such as human capital or the effect of R&D? This anthology explores how economists and public policy makers are re-thinking the way in which governments measure, monitor, and influence an economy in an unbounded global environment where output is largely intangible and organizations are becoming increasingly "non-national" in scope.
Through a collection of seminal articles written by prominent business people, academics, and public policy makers, this three-part anthology examines the key issues surrounding the economic impact of knowledge-based growth, including:
* preparing for the effects of technological change
* understanding the change in traditional economic theory
* how Research and Development will be affected
* who will be the global "knowledge police"?
Most business people think of economics in terms of growth, interest rates, and inflation. This book is unique in that it focuses on the economic impact of knowledge-based growth in order to provide business people with a bigger picture of the knowledge management case for action with their organizations.
The most up-to-date and most relevant articles on the subject
Unique focus on the theme of knowledge
Organized logically, with a foreword to introduce each section
Amazon.com
"Metanational" is the term that Jose Santos, Peter Williamson, and Yves L. Doz--management and technology professors at the international INSEAD graduate school of business--coined to describe a new type of global corporation. It refers, they explain in From Global to Metanational, to "a company that builds a new kind of competitive advantage by discovering, accessing, mobilizing, and leveraging knowledge from many locations around the world." And as they unveil and dissect the concept, it becomes apparent that it may indeed be an apt description for those worldwide enterprises most likely to succeed in our rapidly changing times. Based on interviews with 36 companies from America, Asia, and Europe (including long-established firms like 3M and Toyota and newcomers like Acer and Shiseido), the authors describe innovative ways to efficiently tap into "pockets of technology, market intelligence and ... specialist knowledge scattered around the world," rather than relying solely on input from a home nation or a few select locales. They explore how trailblazers are identifying this information wherever they find it, parlaying it into new products, services and processes, and merging the result with all sales, distribution, and marketing efforts. Anyone involved in multinational business should find this both provocative and potentially useful. --Howard Rothman
Book Description
Becoming a global company once meant penetrating markets around the world. But the demands of the knowledge economy are turning this strategy on its head. Today, the challenge is to innovate by learning from the world .
This book provides a blueprint for companies ready to embrace this new globalization challenge. In
From Global to Metanational , international business and strategy experts Yves Doz, José Santos, and Peter Williamson introduce a radically different kind of company-the metanational-defined by three core capabilities: being the first to identify and capture new knowledge emerging all over the world; mobilizing this globally scattered knowledge to out-innovate competitors; and turning this innovation into value by producing, marketing, and delivering efficiently on a global scale.
The authors explain why traditional global strategies are no longer sufficient to differentiate leading competitors, what the knowledge economy means for managers, and why opportunities to leverage globally dispersed knowledge are growing. Most important, they outline exactly how managers can build a metanational advantage for their own organizations by:
* Prospecting for and accessing untapped pockets of technology and emerging consumer trends from around the world
* Leveraging knowledge imprisoned in a multinational's local subsidiaries
* Mobilizing this fragmented knowledge to generate innovations, profits, and shareholder value
Drawing from the experiences of pioneering metanationals including STMicroelectronics, ARM, Acer, Nokia, Shiseido, and PolyGram, the book shows how today's multinationals can use their existing global networks to gain an important head start in the global game-and how newcomers can leapfrog traditional competitors by rapidly building a new-style metanational corporation.
Must-reading for every leader-from the CEO of a new global venture, to the executive of a currently successful multinational, to the founder of an e-business startup getting ready to "go global"-this pathbreaking book shows how to reshape strategies to compete and win in the global knowledge economy.
AUTHORBIO: Yves Doz is Timken Professor of Global Technology and Innovation at INSEAD. José Santos is Professor of International Management at INSEAD. Peter Williamson is Professor of International Management and Asian Business at INSEAD's Euro-Asia Centre.[EBK1]
Customer Reviews:
The new small world.......2003-02-10
I was delighted to grab a better understanding on global competitiveness and the new productive opportunities provided by the Metanationals.
You don't know about it yet?? God, your business is under great danger...
Finding knowledge in unlikely places.......2002-09-26
What does a large company need to concentrate on for sustained success in a globalized world? Doz and his colleagues claim that it is to become metanational and to become good at innovating from a platform of bringing together knowledge from many different parts of the world. Metanationals differ from globalized companies in that they recognise that new ideas, products or directions may originate somewhere other than the corporate centre.
The focus of the authors is on innovation and they argue that this requires that the organization becomes good at :
* identifying where good ideas and special competencies are;
* mobilizing the often scattered capabilities and opportunities (they use the term 'becoming a magnet' for such capabilities); and
* optimising the size and configuration of operations for efficiency, flexibility and financial discipline.
This is a book that makes an important point about success in a globalized world, but presents one factor in success as if it was the whole. As with a number of books, I had an uncomfortable feeling that the content of a very good article was expanded into an only moderately good book.
The core message is important and useful. Organizations that operate on a global scale need to move beyond the extension of a unitary culture into new localities and recognise that new knowledge is found in unlikely places. They need to become excellent at recognising that knowledge, becoming an attractor for it, mobilizing it to provide a superior stream of innovations and operationalizing production, distribution and marketing into diverse markets.
The weakness is that the book is written at a fairly high conceptual level - for all the detailed example - that fails to get to grips with how to manage multiple cultures or the detail of innovation, or the issues of governance across countries. It also has surprisingly little on the major changes that are occurring in world consumer markets.
The book also falls into the 'one size fits all' trap. Issues of being effective globally are very different for a consumer fashion business, a high tech product or service industry and a major commodity business, but this is not recognised explicitly in the book.
Must reading for international business.......2002-07-23
This is one of the most refreshing books about managing multinationals that I have read. It goes one step beyond the idea of a transnational, proposing a new model of how a company can succeed by prospecting the world for new knowledge about technologies and customer behaviour and using this to innovate. It won't be easy to implement, but the last three chapters provide a good starting point about how to make it happen. I was convinced that if we didn't try and build a metanational we would simply be left behind.
Nostalgia for Globalization.......2002-05-20
The first two chapters tell you the picture and that is it. The kernel is summarized in a table at page 83 (end of chapter 3). Make a copy of this page, file it for later reference, and you are done. At best, this book reviews the vaunted wisdom of globalization, which many companies have been living at and dealing for years. At worst, it recites the squabbles between the global platform (the standardization) and regional initiatives (the deviations and the sensing ends). No specific solution or action is advised for the first & most obvious problem - how to transcend the intracompany transaction, which more than often bogs down companies attempting to quickly profit from the global learning.
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The Organizational Capabilities: Emergence, Development and Change (Strategic Management Society)
Manufacturer: Blackwell Publishing Limited
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Binding: Hardcover
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ASIN: 1405103043 |
Book Description
How do the resources and capabilities of organizations emerge and develop over time? This Handbook brings together scholars of strategic management, economics, history, organizational theory, international business, and technology management in order to address this question.Many of the contributions present new theoretical or empirical material which enhances our understanding of how organizational resources and capabilities evolve. Others offer thought-provoking commentary on current streams of research. Several themes recur throughout the volume, including: the role of geographic location and social networks; the influence of managerial mindset; and the co-evolution of resources and capabilities with other factors, including products. The chapters are organized according to a time line of resource and capability evolution.This body of work provides a firm basis for future research and practice, promoting a better understanding of why firms, industries, technologies, and even entire economies fare well or poorly.
Books:
- The Leadership Practices Inventory (LPI): Self Participant's Workbook with Self Insert (Package), One 120 page Participant's Workbook plus a 4 page Self Insert (The Leadership Practices Inventory)
- The Medicaid Planning Handbook: A Guide to Protecting Your Family's Assets from Catastrophic Nursing Home Costs
- The Next Global Stage: The Challenges and Opportunities in Our Borderless World
- The PMP Exam: How to Pass On Your First Try (Test Prep series)
- The RealAge Makeover: Take Years Off Your Looks and Add Them to Your Life
- The Six Sigma Handbook: The Complete Guide for Greenbelts, Blackbelts, and Managers at All Levels, Revised and Expanded Edition
- The Social Construction of Reality: A Treatise in the Sociology of Knowledge
- The Supply Management Process (Ism Knowledge Series)
- The World Is Flat [Updated and Expanded]: A Brief History of the Twenty-first Century
- Understanding Health Policy
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