I was turned on to this whole area by two superb books I think you might also enjoy (partly becuase you are a great example of someone who seems to have solved the problems in the first one).

Those books are “The Knowing Doing Gap” (http://www.amazon.co.uk/Knowing-Doing-Gap-Compa...) and the other “Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management” (http://www.amazon.co.uk/Facts-Dangerous-Half-Tr...) both by Jeffrey Pfeffer and Robert I. Sutton .

“Knowing doing” addresses the age old problem of companies knowing what to do (strategy) but not how to do it (implementation).

It is a book you could write (and I wish you would) but it is brilliant demolition of so much nonsense out there, especially from consultants who stop short of implementing (or explaining how to implement) what they prescribe as the solution of organisational or operational problems.

The second book is a superb argument for rational evidence based management (like the Toyota Way). They quote extensively from the book and cite the many of the arguments in it.

I see it as a companion volume, very tightly argued and superbly researched. One of the best books on business critical thinking I have read.

I was turned on to this whole area by two superb books I think you might also enjoy (partly becuase you are a great example of someone who seems to have solved the problems in the first one).

Those books are “The Knowing Doing Gap” (http://www.amazon.co.uk/Knowing-Doing-Gap-Compa...) and the other “Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management” (http://www.amazon.co.uk/Facts-Dangerous-Half-Tr...) both by Jeffrey Pfeffer and Robert I. Sutton .

“Knowing doing” addresses the age old problem of companies knowing what to do (strategy) but not how to do it (implementation).

It is a book you could write (and I wish you would) but it is brilliant demolition of so much nonsense out there, especially from consultants who stop short of implementing (or explaining how to implement) what they prescribe as the solution of organisational or operational problems.

The second book is a superb argument for rational evidence based management (like the Toyota Way). They quote extensively from the book and cite the many of the arguments in it.

I see it as a companion volume, very tightly argued and superbly researched. One of the best books on business critical thinking I have read.