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Deep smarts

Dorothy Leonard – Walter Swap. Deep smarts. Alex Treneff. William J. Abernathy Professor, Emerita , Harvard Conducted Executive courses for many large corporations 31 Papers, 5 books, 19 book chapters Studies knowledge assets, creativity, innovation, entrepreneurship, and mentoring.

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Deep smarts

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  1. Dorothy Leonard – Walter Swap Deep smarts Alex Treneff

  2. William J. Abernathy Professor, Emerita, Harvard Conducted Executive courses for many large corporations 31 Papers, 5 books, 19 book chapters Studies knowledge assets, creativity, innovation, entrepreneurship, and mentoring Dorothy Leonard

  3. Professor of Psychology, Emeritus, Tufts University Former Chairman of Psychology Department Authored books including Group Decision Making Walter swap

  4. What are “Deep Smarts?” Who has Deep Smarts? How are Deep Smarts Transferred? How are Deep Smarts Managed? Questions

  5. Ability to see big picture Technical vs. Managerial Deep Smarts Contextual Experience is key – only 30% of knowledge is explicit (Beazley, et. al.) ‘Gut feel’ is really gut knowledge Not always right What are deep smarts?

  6. Experienced, tested “experts” Created in a turbulent environment Also most important in a turbulent environment because of constant changes (Havanich, Sivakumar, Hult) Who has Deep Smarts?

  7. Knowledge hoarding to cope with uncertainty (Husted) Pitch & Catch Critical-to-Quality at GE Healthcare Sink or Swim approach Transfer Methods How are Deep Smarts transferred?

  8. Practice makes perfect Watch, Lead, Teach approach Guided practice

  9. Recreate existing Deep Smarts Correct bad “smarts” Shadow then discuss Challenge assumptions – Best Buy Guided observation

  10. Apprenticeship Know-how, not know-what (doctors, engineers) Build experience-based knowledge Guided problem solving

  11. Learn by experimenting Active Photo & Whirlpool market experiments Toyota Employee Mindset Guided experimentation

  12. Make sure to transfer • Create a learning organization • Management structure, system, values (Padaki) • Incorrect management  lost deep smarts How are Deep Smarts Managed?

  13. Is apprenticeship a thing of the past? Guided experience creates a lasting asset 10 yrs to be expert Consequences of not passing information - overcome temporal complexity (Rahmandad) Does it Cost too much?

  14. Beazley, H., Harden, D., & Boenisch, J. (2002). Continuity Management. New York: Wiley. Executive Forum. (n.d.). Dorothy Leonard and Walter Swap. Retrieved February 01, 2011, from Executive Forum Leadership Development: http://www.executiveforum.com/LeonardSwapBio.htm Hanvanich, S., Sivakumar, K., & Hult, G. T. (2006). The Relationship of Learning and Memory with Organizational Performance: The Moderating Role of Turbulence. Journal of the Academy of Marketing Science , 600-612. Harvard Business School. (n.d.). Dorothy A. Leonard. Retrieved January 27, 2011, from Faculty & Research: http://drfd.hbs.edu/fit/public/facultyInfo.do;jsessionid=Nctb2XgMn4LW58FxyTGzXXyhQSg05pNZQ2VNhJ4n11JBqZxtDTml!1009306767!2037763623?facInfo=ovr&facId=6499 Husted, K. (2004). Decision Making In Organisations Hostile to Knowledge Sharing. Journal for East European Management Studies . Leonard, D., & Swap, W. (2004). Deep Smarts. Harvard Busienss Review , 88-97. Padaki, V. (2002). Making the Orgainisation Learn: Demystification and Management Action. Development in Practice , 321-337. Rahmandad, H. (2008). Effects of Delays on Complexity of Organizational Learning. Management Science , 1297-1312. References

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