DEEP SMARTSDorothy Leonard – Walter Swap

Alex Treneff

DOROTHY LEONARD

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

WALTER SWAP

Professor of Psychology, Emeritus, Tufts University

Former Chairman of Psychology Department

Authored books including Group Decision Making

QUESTIONS

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

WHAT ARE DEEP SMARTS?

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

WHO HAS DEEP SMARTS?

Experienced, tested “experts” Created in a turbulent environment Also most important in a turbulent

environment because of constant changes (Havanich, Sivakumar, Hult)

HOW ARE DEEP SMARTS TRANSFERRED?

Knowledge hoarding to cope with uncertainty (Husted)

Pitch & Catch Critical-to-Quality at GE Healthcare Sink or Swim approach Transfer Methods

GUIDED PRACTICE

Practice makes perfect Watch, Lead, Teach approach

GUIDED OBSERVATION

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

GUIDED PROBLEM SOLVING

Apprenticeship Know-how, not know-what (doctors,

engineers) Build experience-based knowledge

GUIDED EXPERIMENTATION

Learn by experimenting Active Photo & Whirlpool market

experiments Toyota Employee Mindset

HOW ARE DEEP SMARTS MANAGED?

Make sure to transfer Create a learning organization

Management structure, system, values (Padaki)

Incorrect management lost deep smarts

DOES IT COST TOO MUCH?

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)

REFERENCES

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.