 |
…managers must focus on the resulting information and take action. For the purpose of information is not knowledge. It is being able to take the right action.
|
353 |
 |
In knowledge work, power comes from transmitting information to make it productive, not from hiding it.
|
525 |
 |
Accelerating learning requires a… form of courage: being brave enough to use your knowledge as you acquire it.
|
033 |
 |
…the curse of knowledge: the more you know, the harder it is for you to fathom what it’s like to not know.
|
115 |
 |
A great deal of expert knowledge is tacit – it’s implicit, not explicit.
|
116 |
 |
Considerable evidence shows that studying with knowledgeable colleagues is good for growth.
|
133 |
 |
The gulf between the information we publicly proclaim and the information we know to be true is often vast.
|
082 |
 |
When it comes to… endeavors that depend heavily on rule-based logic, calculation, and sequential thinking – comptuers are simply better, faster, and stronger.
|
043 |
 |
We must perform work that overseas knowledge workers can’t do cheaper, that computers can’t do faster, and that satisfies the aesthetic, emotional, and spiritual demands of a prosperous time.
|
061 |
 |
Depending too heavily on multitasking to navigate a complex environment and on technology as our guide carries a final risk: the derailing of the painstaking work of adding to our storehouses of knowledge.
|
093 |
