One has to sit down with a knowledge worker and think through with him what should be done and why, before one can even know whether he is doing a satisfactory job or not. And this is time-consuming.

Since the knowledge worker directs himself, he must understand what achievement is expected of him and why. He must also understand the work of the people who have to use his knowledge output. For this, he needs a good deal of information, discussion, instruction—all things that take time. And contrary to common belief, this time demand is made not only on his superior but equally on his colleagues.

If a man wants to be an executive—that is, if he wants to be considered responsible for his contribution—he has to concern himself with the usability of his “product”—that is, his knowledge.

Effective executives know this. For they are almost imperceptibly led by their upward orientation into finding out what the other fellow needs, what the other fellow sees, and what the other fellow understands. Effective executives find themselves asking other people in the organization, their superiors, their subordinates, but above all, their colleagues in other areas: “What contribution from me do you require to make your contribution to the organization? When do you need this, how do you need it, and in what form?

The question, “Who has to use my output for it to become effective?” immediately shows up the importance of people who are not in line of authority, either upward or downward, from and to the individual executive. It underlines what is the reality of a knowledge organization: The effective work is actually done in and by teams of people of diverse knowledges and skills. These people have to work together voluntarily and according to the logic of the situation and the demands of the task, rather than according to a formal jurisdictional structure.

One has to sit down with a knowledge worker and think through with him what should be done and why, before one can even know whether he is doing a satisfactory job or not. And this is time-consuming.

Since the knowledge worker directs himself, he must understand what achievement is expected of him and why. He must also understand the work of the people who have to use his knowledge output. For this, he needs a good deal of information, discussion, instruction—all things that take time. And contrary to common belief, this time demand is made not only on his superior but equally on his colleagues.

If a man wants to be an executive—that is, if he wants to be considered responsible for his contribution—he has to concern himself with the usability of his “product”—that is, his knowledge.

Effective executives know this. For they are almost imperceptibly led by their upward orientation into finding out what the other fellow needs, what the other fellow sees, and what the other fellow understands. Effective executives find themselves asking other people in the organization, their superiors, their subordinates, but above all, their colleagues in other areas: “What contribution from me do you require to make your contribution to the organization? When do you need this, how do you need it, and in what form?