Decision making and information politics Assignment

Decision making and information politics - Assignment Example This essay focuses on Professor Jeffery Pfeffer’s 16 rule explaining why we cannot get anything done yet we are very well educated and trained (Webber, 2000). Jeffery Pfeffer’s 16 rule of â€Å"Doing something requires doing something† is one of the fictions of knowledge management. The cult of information administration has developed over the decades. This Jeffery Pfeffer’s rule advocates knowledge administration as the next big thing that has led to the proposal what companies require is to increase intellectual assets. This fact is undeniably true, but it is also somewhat true (Webber, 2000). These supporters forget that intellectual capital is only useful when a company does something useful with that information otherwise it will be useless. The purpose of failing to apply the intellectual knowledge into action is doing something. This means confronting the hard work process of making something possible to occur. To have intellectual conversations is very easy and safer by sitting around and gathering volumes of databases to capitalize in procedural infrastructure but never execute any task planned (Webber, 2000) . For instance, Edison Labs was a place occupied with individuals who were interfering and doing unrealistic things. Thomas Edison constructed a place where people tried out their thoughts, seldom blew things up, and did more than discovering unlimited creations. Today, Idealab is the closest thing that can be compared to Edison Labs, which, in spite of its name, it is not just about thoughts and ideologies. Idealab is an association that not only has ideologies, but also assesses those concepts before turning those ideas into action. This is the same essence that was present at Edison Labs. However, most organizations today are way too far drifted from that essence (Webber, 2000). The difficulties experienced by these companies and people working for those companies are