Within an organization and its people resides a wealth of wisdom and knowledge that is never subsequently implemented. Companies need to turn this knowledge into action by determining the source of the disconnect and addressing it. 
 
•Many standard business practices, such as treating people well or letting employees be involved in decisions, are not new or innovative practices; they're just common sense.

•Unfortunately, many of these common-sense practices are never actually applied in organizations.

•Further, just because common-sense practices are being implemented doesn't mean they're being carried out to the most effective extent possible.

•This difference between knowing what should be done and implementing those practices is known as the knowing-doing gap.

•To close the knowledge-doing gap, businesses must identify the source of the problem and then create a solution that addresses the source. 

Action Plan

•Create a list of the five most commonsensical business principles. Survey 10 percent of the current staff to see which principles, if any, are being applied in the current business. For any principles not being applied or being applied ineffectively, ask staff to identify reasons.

•From the survey, target the two most critical problems and identify the source of each. Work with senior managers to develop solutions, making sure to recognize and respond to the source of the problem as part of the process.

•In an organization where there is much knowledge but lack of action, develop a template that holds employees accountable for results. Begin with a definition of the problem, include potential solutions, and identify the best strategy. Assign a task manager, identify an end date, and hold the task manager responsible for completion.

•During one-on-one meetings, make a point to hold employees accountable for their responsibilities. Help employees to attain end goals by setting interim goals and discussing any problems or questions they might have in achieving goals.

•When action is absent, identify any items that prevent the lack of action. Address these items directly and immediately. 

Courtesy: Professor Jeffrey Pfeffer, Graduate School of Business, Stanford University