A Quote by Peter Drucker
Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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The knowledge we now consider knowledge proves itself in action. What we now mean by knowledge is information effective in action, information focused on results. Results are outside the person, in society and economy, or in the advancement of knowledge itself. To accomplish anything this knowledge has to be highly specialized.
Inability to make decisions is one of the principal reasons executives fail. Deficiency in decision-making ranks much higher than lack of specific knowledge or technical know-how as an indicator of leadership failure.
Systematic decision review also shows executives their own weaknesses, particularly the areas in which they are simply incompetent. In these areas, smart executives don't make decisions or take actions. They delegate.
In a business setting, one's intelligence is crucial. Many problems faced by today's executives are unique and ill-defined. So, one's ability to analyze information and render a decision based upon the probability of success is imperative. What it comes down to is that all the knowledge in the world is useless if one has no means of processing and applying it. Organizations run on the brainpower of their people.
Data isn't information. ... Information, unlike data, is useful. While there's a gulf between data and information, there's a wide ocean between information and knowledge. What turns the gears in our brains isn't information, but ideas, inventions, and inspiration. Knowledge-not information-implies understanding. And beyond knowledge lies what we should be seeking: wisdom.
When information rubs against information the results are startling and effective. The perrenial quest for involvement, fill-in, takes many forms.
In golf your strengths and weaknesses will always be there. If you could improve your weaknesses, you would improve your game. The irony is that people prefer to practice their strengths.
Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.
Dyslexia is not due to a lack of intelligence, it's a lack of access. It's like, if you're dyslexic, you have all the information you need, but find it harder to process.
Strategic planning is the continuous process of making present entrepreneurial (risk-taking) decisions systematically and with the greatest knowledge of their futurity; organizing systematically the efforts needed to carry out these decisions; and measuring the results of these decisions against the expectations through organized, systematic feedback.
Very little attention is paid to improving the decision-making skills of both individual executives and the organizational benchstrength as a whole. Often we find that this is overlooked because there is a common assumption the business executives have all the requisite cognitive skills they need when they come to work for the organization. The problem with that perspective is that it overlooks the fact that thinking skills can be learned and improved at any time during the course of a persons lifetime.
We're flooding people with information. We need to feed it through a processor. A human must turn information into intelligence or knowledge.
Next time you open the paper, and you see an intellectual property decision, a telecoms decision, it's not about something small and technical. It is about the future of the freedom to be as social beings with each other, and the way information, knowledge and culture will be produced.
Information anxiety is the black hole between data and knowledge, and it happens when information doesn't tell us what we want or need to know.
Many people make the mistake of confusing information with knowledge. They are not the same thing. Knowledge involves the interpretation of information. Knowledge involves listening.
Not making a decision is the worst thing you can do. So long as you feel you made the right decision based on the information you had at that time, there's no need to fret about it. If it fails, you'll know what to do next time.
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