Introduction. What Does It Mean to Know? Reality and Knowing. Epistemology - Theory of Knowledge. Anticipating Part Two – Applications. The Knowing Subject. Collective Knowing. Leaders. Culture.
Neil Douglas and Terry S. Wykowski are Principals of the Oxford Consulting Group in Houston Texas. The Group’s focus is to blend expertise in outcomes oriented management with psychology and organizational behavior.
From Belief to Knowledge is a timely contribution to a key debate
within the organizational studies literature – what is the role of
knowledge in change processes within modern and complex
organizations? Whilst leaders proceed in their leadership of
organizations in the belief that they have a body of knowledge that
they draw upon as they lead, it is often the case that their
knowledge is essentially a series of assumptions or beliefs and
these determine the decisions they make and the actions they
pursue. ... This book puts forward the proposition that how we form
the beliefs we hold significantly influences what we believe and is
the key process in shaping our personal anchors in knowledge that
informs our action. This well written, thoughtful and thought
provoking book will challenge leaders to consider the fundamental
differences between belief and knowledge. It provides a novel
contribution in its integrative analysis of the issue of learning
and change in organizations. It offers leaders and scholars of
change a considered opportunity to explore the transitions along
the continuum from belief to knowledge that can lead to sustainable
change.
-- Sue Dopson, PhD, Rhodes Trust Professor of Organisational
Behaviour, Director of Research Degrees, Said Business School,
University of Oxford Organizational learning has been defined in
various ways. Soe of these definitions and designs for
implementation have been elegant; some of them have been
simplistic, yet none seem to have had a lasting impact. Douglas and
Wykowski in From Belief to Knowledge address organizational
learning as an integrated system, where knowledge provides the
linkage to adapt to changing environments all the while delivering
improved performance. They answer the question that lingers in the
minds of many managers – what does organizational learning mean and
how does it influence ongoing organizational success? I expect this
book to be highly influential.
-- Lee Newick, General Manager – Contracting and Procurement,
Global Manufacturing/Shell DownstreamFrom Belief to Knowledge
represents a paradigm shift in understanding knowledge and has
added significantly to critical thinking. The book has the
potential to shift thinking from firmly held assumptions and
beliefs to real knowledge when the reader has the courage and
motivation to confront their beliefs in the search for truth.
Douglas and Wykowski challenge us to become conscious of our own
beliefs and how we form them, which affect all our actions.
Although this book is geared to organizational change, it has the
potential to change all areas of human endeavor. My understanding
of culture and culture change has been greatly enhanced by this
thorough scholarship and practical application to knowledge.
-- David Julian Hodges, PhD, Professor of Anthropology, Hunter
College of the City University of New YorkIf you accept, as I do,
that in a knowledge economy, the successful organizations are those
that continuously invest in their knowledge producing capability,
then this book provides valuable insights for thought and action.
Uniquely, they make the case for the growth of knowledge as a
defining characteristic of culture in contrast to the treatment of
knowledge as one asset among many. Douglas and Wykowski drill down
into theories of knowledge and, importantly, of knowing, to argue
that multiple approaches to knowledge capability-building are
required. They seek to translate these arguments into practice and
then address what sort of leadership and human interaction are
required.
-- Michael Earl, Emeritus Professor of Information Management,
University of Oxford
From Belief to Knowledge is a timely contribution to a key debate
within the organizational studies literature – what is the role of
knowledge in change processes within modern and complex
organizations? Whilst leaders proceed in their leadership of
organizations in the belief that they have a body of knowledge that
they draw upon as they lead, it is often the case that their
knowledge is essentially a series of assumptions or beliefs and
these determine the decisions they make and the actions they
pursue. This book puts forward the proposition that how we form the
beliefs we hold significantly influences what we believe and is the
key process in shaping our personal anchors in knowledge that
informs our action. This well written, thoughtful and thought
provoking book will challenge leaders to consider the fundamental
differences between belief and knowledge. It provides a novel
contribution in its integrative analysis of the issue of learning
and change in organizations. It offers leaders and scholars of
change a considered opportunity to explore the transitions along
the continuum from belief to knowledge that can lead to sustainable
change.
-- Sue Dopson, PhD, Rhodes Trust Professor of Organisational
Behaviour , Director of Research Degrees, Said Business School,
University of Oxford Organizational learning has been defined in
various ways. Soe of these definitions and designs for
implementation have been elegant; some of them have been
simplistic, yet none seem to have had a lasting impact. Douglas and
Wykowski in From Belief to Knowledge address organizational
learning as an integrated system, where knowledge provides the
linkage to adapt to changing environments all the while delivering
improved performance. They answer the question that lingers in the
minds of many managers – what does organizational learning mean and
how does it influence ongoing organizational success? I expect this
book to be highly influential.
-- Lee Newick, General Manager – Contracting and Procurement,
Global Manufacturing/Shell DownstreamFrom Belief to Knowledge
represents a paradigm shift in understanding knowledge and has
added significantly to critical thinking. The book has the
potential to shift thinking from firmly held assumptions and
beliefs to real knowledge when the reader has the courage and
motivation to confront their beliefs in the search for truth.
Douglas and Wykowski challenge us to become conscious of our own
beliefs and how we form them, which affect all our actions.
Although this book is geared to organizational change, it has the
potential to change all areas of human endeavor. My understanding
of culture and culture change has been greatly enhanced by this
thorough scholarship and practical application to knowledge.
-- David Julian Hodges, PhD, Professor of Anthropology, Hunter
College of the City University of New YorkIf you accept, as I do,
that in a knowledge economy, the successful organizations are those
that continuously invest in their knowledge producing capability,
then this book provides valuable insights for thought and action.
Uniquely, they make the case for the growth of knowledge as a
defining characteristic of culture in contrast to the treatment of
knowledge as one asset among many. Douglas and Wykowski drill down
into theories of knowledge and, importantly, of knowing, to argue
that multiple approaches to knowledge capability-building are
required. They seek to translate these arguments into practice and
then address what sort of leadership and human interaction are
required.
-- Michael Earl, Emeritus Professor of Information Management,
University of Oxford
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