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Rajkumar Subash
Situations
Who is he?
Another Situation
Who is he?
Complex Situation
Rapid Decision
Is he Smart?
Is he brilliant?Is he an emotional intelligent?
“Deep Smart”
Good Judgment
Others could not diagnose
“Go To People”
Dorothy Leonard & Walter Swap
Rajkumar SubashFall 2011 - MGMT 6600 – Study of Organization
Prof: Dr. Thomas Li-Ping TangMiddle Tennessee State University
Authors
Dorothy LeonardWilliam J. Abernathy Professor of Business Administration Emerita
Harvard Business School
Walter SwapProfessor of Psychology emeritus and former Chairman of the Psychology
Department of Tufts University
Author: Dorothy Leonard
• William J. Abernathy Professor of Business Administration Emerita, joined the Harvard faculty in 1983
• 3 yrs of teaching at the Sloan School of Management, MIT• Has taught MBA courses in managerial leadership, corporate capabilities, new
product and process design, technology strategy and innovation management• Also served as a Director of Research for the Harvard Business School and Director
of Research and Knowledge Programs for Harvard Business School's non-profit organization, HBS Interactive
• Education– M. A. Harvard University (Honorary), 1992– Ph.D. Stanford University, Stanford, CA, 1979 – M.A. University of Virginia, Charlottesville, VA, 1968 – B.A. Principia College, Elsah, IL, summa cum laude, 1963
• Served as Board of Directors in – American Mgmt Systems, Fairfax, VA – 1992-2004– Gannett Communications, 1997-99
• Been in Advisory Boards of– Prod Dev & Mgmt Association – 2002-Present– Creative Realities – 2004-Present– Ash Foundation – 2004-Present– Daimler-Chrysler, Stuttgart, Germany – 1999-2001– ViOS – 1999-2000 & Nordia – 1999-2001
Journals Published36
Chapter Written20
Author: Walter Swap
• Professor of Psychology Emeritus • Former chairman of the Psychology Department of Tufts University• Was also a professor of Gordon institute at Tufts- offers degree of engineering
management at practicing engineers and scientists.• Served for 9 yrs as the Dean of the colleges
• Education– Bachelors from Harvard – Ph.D in Social psychology – University of Michigan
• Has written numerous chapters and journals• Author of
– When Sparks Fly: Igniting Creativity in Groups (1999)– Groups Decision Making (1984)
Research
• 2000 - First Wave– US and Asia: India, Singapore, Hong Kong - 125 individual
• Mentor Capitalists, Venture Capitalists, Incubator Managers, paired with the Entrepreneurs/Teams being coached in 35 companies, plus informants in industry
– Longitudinal Studies: 1 VC-coached, 1 MC-coached companies– In-depth HBS case studies: 1 Incubator, 2 VC-backed startups, 1 MC-backed startup (A & B cases)
• 2001 - Second Wave– US and Asia: interviews in same 35 companies, with Coaches and Entrepreneurs– What have you learned?
• 2002-2003– Details case studies of knowledge transfer in large, established organizations e.g., NASA/JPL, Best
Buy, Whirlpool
• 2004-2006– Further Research: Raytheon, Large Software Company, US Forest Service
Deep Smarts
What are Deep Smarts?
A Potent Form of expertise, based on first-hand life experiences, providing insights drawn from tacit knowledge, shaped by beliefs and social forces
Know-How more than know-that
Interactive relationship and Make Swift
Expert decisions based on system level comprehension
Connects with experiences
Develops based on observations
Much organizational capability is in the heads and hands
Can MBA help you to be a DEEP SMART?
Deep Smarts cannot be attained through a formal education alone
but,Can be deliberately nourished and grown and transferred or re-created
with DEDICATION
Technical Deep Smart
• 1980, 2 companies were competing for a multi-billion dollar government contract for tactical missiles
• Stalemate situation• A scientist from one of the companies – a technical
wizard – 20 yrs experience• For several hours – enthralled the team with complete
design changes• The company won the project – 400 people team for
1.5 years long• More than 20 yrs, it is still reaping the harvest sown by
this man with deep smarts
Managerial Deep Smart
• 1997 – Intuit sold off its bill-paying operations• A serious situation – requires strategic solution• CEO Bill Campell persuaded the board members
and the next few months proved him right• Course set out in board meeting was successful• Campell’s promise to employees was fulfilled
Technical & Managerial Deep Smarts
Technical deep smarts are most easily recognized
Managerial deep smarts are harder to identify
Other Examples
Dr. Neil Clark Warren, FounderDr. Warren is a clinical psychologist with 35 years of counseling thousands of married couples, Dr. Warren observed a set of characteristics that seemed to be present in all successful relationships. He called them the 29 Dimensions of Compatibility.
Ten years later, eHarmony's compatibility matching is responsible for nearly 5% of U.S. marriages
Reed Hastings, FounderMr. Hastings established Netflix in 1997 and reached peak customer volume in Q1 of 2011. He recently increased pricing of DVD-by-mail and Streaming by 60%. It upsets many customers.Last week, it announced splitting DVD-by-mail as a separate company as Qwikster. Couple of very bold decisions by Mr. Hastings.
Stock price moved south more than 50% - unknown future
Experts are good
Not all – sometimes over-confident
Why do we care about Deep Smart?
• When Deep Smart leaves the company or moves to the different group – the experience goes with them
• Takes at least 10 years to develop through unusual situations• They recognize bear traps because of their pattern-recognition.• They make decision swiftly because of their expertise.• They recognize context because of their conditionalized knowledge.• They extrapolate alternatives because of their experience.• They make fine distinctions that are indistinguishable to an untrained
eye or ear.• They know what they don't know when they encounter an unusual
situation.• They know when rules don't apply because no two situations are
exactly the same
Experience Repertoire
• The science behind Deep Smarts• It control the center of the board - Chess• Menu of familiar options• Faced with wide variety of situations• A pattern matching mechanism• “Gut Feel” is really a form of “Gut Knowledge”
Most Common Experiences
Rare Experiences
Cultivating and Transferring Deep Smarts
Knowledge Framing
Beliefs & Assumptions
Knowledge Filtering
Social Influences
Knowledge BuildingExperience &
Expertise
Knowledge TransferringCoaching & Guided
Experience
External Influences(Other People)
Shaping Deep Smarts
Internal Influences(Self)
Acquiring Deep Smarts
Nine Dimensions of Deep Smarts
1. Skills & Know how2. System thinking3. Swift, Wise Decision-making4. Ability to take context into account5. Networks6. Distinguishing Signal from Noise7. Pattern Recognition8. Ability to Deal with Novelty9. Enthusiasm/Passion for the domain knowledge
Sink or Swim
• In America, it requires 2 weeks notice for many resignation• New people are thrown into Sink or Swim situation• An inefficient and ineffective strategy
Transfer Techniques
• SINK or SWIM is inefficient and ineffective• Need various techniques• Mentoring?• Constant reinventing?• Storytelling?• Someone who never played video games
may not understand the concept of Multiuser Domain
Ladder of Expertise
Novice(Beginner)
Apprentice(Intermediate)
Jouneyman(Advanced)
Expert(Master)
From
To
Knowledge Transfer - Techniques
Know-How Know-Who
Know-What Know-When
Know-Where
Learning by doing – Guided Experience
Difference Between Novice and Expert
Experts Novices Limitations
Speed of Decision-Making
Make Decisions swiftly, efficiently, without reviewing basic facts
Need to review all facts, choose among alternatives
Over-confidence; expert may ignore relevant data
ContextTake context into account: knowledge is "contextualized"
Rely on rules of thumb that minimize context
Difficult to transfer contextualized knowledge
Tacit Knowledge Extensive tacit knowledge drives decision making
Knowledge is largely explicit
Difficult to access tacit knowledge, so transfer difficult
Pattern-recognition ability
Have large inventory of patterns drawn from experience
Limited experience constrains number of patters
When no patterns exist, expert may be no better than novice
Modes of Knowledge Transfer
Passive Reception
Active Learning Guided Experience (Learning by Doing)
Socratic QuestioningStories with a MoralRules of ThumbDirectives, Presentations, Lectures
Guided Experience (Learning by doing)
Practice
Experimentation
Problem-Solving
ObservationGuided…
Modes of Knowledge Transfer
Passive Reception
Active Learning Guided Experience (Learning by Doing) - Guided Practice - Guided Problem-Solving - Guided Observation - Guided Experimentation
Socratic QuestioningStories with a MoralRules of ThumbDirectives, Presentations, Lectures
Guided Practice
Practice does make perfect
ExamplesMusicSportsDriving
See oneLead oneTeach one
Novice’s performance is observed by the
coach, who provides helpful feedback
Guided Observation
Just listen and learn
Pattern Recognition
Highly Contextual
ExamplesApprenticeInternship
Observing by shadowing a coach
and follow up discussion on what
had occurred
Guided Problem-Solving
Expert and novice tackle actual problems facing the company,
with the expert sharing perspectives
and thought processes along the way
Experienced Approach
Experience enhances
organizational know-how, alters belief
systems and contributes to
technical expertise
Focusing attention, sharpening process
skills, giving feedback, mimic an expert and building
experience repertoire
Guided Experimentation
Testing new products in pilot markets
Coaches offer good advice about where and how much to experiment and
improve the team attitude
Costly approach
Are they Deep Smarts?
William Wang Larry Page & Eric Schmidt
Steve Jobs
Mark ZuckerbergJames SinegalFrederick W. Smith
Strategies for building Deep Smarts
• Coaching• Buddy-Mentor System• Learning by doing with simulations• Capturing knowledge and
Documenting best practices• Team learning and Practice• Participation in conferences• Discussing knowledge gained and
lessons learned after every project• Rewards and incentives• Collaborative portals to capture
problems/issues and their solutions (Oracle-Online forums to capture external tacit knowledge)
• Informal sessions with experienced team members
• Shadowing systems• Apprenticeships and Internships• Creating an attitude towards
knowledge growing by sharing• Experts Connect – ability to
identify and quickly reach tacit knowledge
• Putting in place the right KPIs to measure and reward contributions
• Motivating talent to stay, share and grow within the organization
Future Trends
• Deep Smarts are always there• Technological advancements help deep smarts• Past studies help growing deep smarts • Challenges for smaller companies
References
• Gary, Loren: Build Your Company’s Deep Smarts, Harvard Management Update – Article Reprint No. U0508C
• Jenner, Mark: Out-of-Classroom Experience, Oxford Leadership Journal – Dec 2009, Volume 1, Issue 1
• Web References:– http://ubiquity.acm.org/article.cfm?id=1066329– http://www.witi.com/careers/2004/intcap.php– http://www.executiveforum.com/LeonardSwapBio.htm– http://www.hrc-group.com/resources/Uncommon%20Knowledge%20-%20
Applying%20Deep%20Smarts.pdf
Questions
Rajkumar Subash
Thank You