2 When Talk Substitutes for Action

ONE OF THE MAIN BARRIERS to turning knowledge into action is the tendency to treat talking about something as equivalent to actually doing something about it. Talking about what should be done, writing plans about what the organization should do, and collecting and analyzing data to help decide what actions to take can guide and motivate action. Indeed, rhetoric is frequently an essential first step toward taking action. But just talking about what to do isn’t enough. Nor is planning for the future enough to produce that future. Something has to get done, and someone has to do it. Yet, in case after case, managers act as if talking about what they or others in the organization ought to do is as good as actually ...

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