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Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom by Dorothy Leonard-Barton, Walter C. Swap, Dorothy Leonard

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EIGHT

Recreating Deep Smarts Through Guided Experience

DEEP SMARTS, we have argued, are not just nice to have. They are essential to your organization, and managers who consciously cultivate them in current and future employees are investing in a competitive advantage. In the previous chapter, we suggested four ways that those with deep smarts inside (or, sometimes, outside) your organization can coach more novice learners. Those techniques range along a continuum from highly directive (specific instructions and rules of thumb) through somewhat less directive methods (stories with a moral) and on to strategies that require more independent effort on the part of the learner (Socratic questioning). (See figure 8-1, an expanded version of figure ...

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