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"This book presents a theory of learning based on a model of organizational memory, explaining organizational processes and dynamics through which organizational memory is built and updated. It provides a methodology and tools to elicit and map organizational memory contents, examples of applications, implications for practice, and a research agenda for the development of systems for learning organizations"--Provided by publisher.
This book addresses the concept of organizing which is centered around collective learning and on the organization paradigm. It presents a theory of organizational learning based on a model of memory, explaining processes and dynamics through which memory is built and updated.
New and evolving technologies and increasing globalization continue to impact many businesses. To compete in this rapidly changing environment, individuals and organizations must take their ability to learnÑthe foundation for continuous improvement, operational excellence, and innovationÑto a much higher level. In Learn or Die, Edward D. Hess combines recent advances in neuroscience, psychology, behavioral economics, and education with key research on high-performance businesses to create an actionable blueprint for becoming a leading-edge learning organization. Learn or Die examines the process of learning from both an individual and an organizational standpoint. From an individual perspective, the book discusses the cognitive, emotional, motivational, attitudinal, and behavioral factors that promote better learning. Organizationally, Learn or Die focuses on what kind of structures, culture, leadership, employee learning behaviors, and human resource policies are necessary to create an environment that enables critical and innovative thinking, learning conversations, and collaboration. The volume also provides strategies to mitigate the reality that humans can be reflexive, lazy thinkers who seek confirmation of what they believe to be true and affirmation of their self-image, a reality that makes seeking the truth and high-quality learning difficult. Exemplar learning organizations discussed in the book include the secretive Bridgewater Associates, LP; Intuit, Inc.; United Parcel Service (UPS); W. L. Gore & Associates; and IDEO.
This essential best-practices toolkit with lessons from world-class leaders-FedEx, Nokia, Alcoa, Whirlpool, Microsoft, and others-tells how to successfully transform an organization into one that not only continually learns from its experiences but quickly translates that knowledge into improved performance. Rich with hands-on tools and dozens of new examples and case studies, this highly anticipated updated edition of the award-winning Building the Learning Organization puts the power of the author's Systems Learning Organization model into the hands of any manager who wants to participate in building, maintaining, and sustaining the next generation of learning organizations.
`A valuable resource for academics and practitioners in management and corporate strategy, as well as those involved in mangement training and development' - European Foundation for Management Development 'The editors' overall assessment is that there has been insufficient dialogue between the two camps of action research and theorizing.... As a contribution to mapping this divided house, the text is an apt illustration of these problems. The editor's overview is of interest...' - Stephen Gibb, University of Strathclyde, MCB University Press The debates surrounding concepts of `organizational learning' and the `learning organization' receive a welcome synthezis in this book. Inte
This work presents a picture of organizational learning. It offers advice to managers who wish to improve their organization's performance by increasing the breadth, depth, and speed of learning. It draws on evidence from fields such as cognitive science, sociology, and psychology.
This scholarly book in SIOP’s Organizational Frontier series looks at research on enhancing knowledge acquisition and its application in organizations. It concentrates on training, design and delivery given the changing nature of work and organizations. Now that work is increasingly complex, there is greater emphasis on expertise and cognitive skills. Advances in technology such as computer simulations and web-based training are necessitating a more active role for the learner in the training process. In the broad context of the organization systems, this book promotes learning and development as a continuous lifelong endeavor.
In Organizational Learning and Performance: The Science and Practice of Building a Learning Culture, Ryan Smerek combines organizational examples with insights from research, to provide readers with a unique and distinctive lens to improve personal and organizational performance. The first section of the book provides an overview of what it means to learn as an individual and how individuals vary in their openness to learn. Drawing from cognitive and personality psychology, thinking dispositions such as a growth mindset, curiosity, and intellectual humility are explored and how they help foster learning in organizations. In the second section, Smerek describes the principles of a learning culture, providing a look into the world's largest hedge fund, a renowned food company, a highly-regarded children's hospital, and a preeminent innovation and design firm. Through these examples, readers will come to understand the social norms that increase learning. These include a commitment to transparency of thinking and the pursuit of truth, "Big Picture thinking," a willingness to learn from failure, and the social norms needed to foster innovation and creativity. Throughout the book, Smerek draws from compelling examples of organizations and research in the social sciences to demonstrate what it means to build a learning culture -- and how it can improve personal and organizational performance.
Institute a culture of learning to boost organizational performance and agility What makes organizations successful? Today, most successful companies are learning organizations. Building an Innovative Learning Organization shows you how to join their ranks and bring your organization up to the head of the class. This book is a practical, actionable guide on how to boost performance, successfully manage change, and innovate more quickly. Learning organizations are composed of engaged, motivated employees who continually seek improvement, which leads to organizational agility and the ability to innovate ahead of the curve. When you encourage learning at every level, from the intern to the C suite, you gain a more highly skilled workforce with a greater ability to act in any situation. Building an Innovative Learning Organization shows you how to create this culture in your organization, with detailed explanations, practical examples, and step-by-step instructions so you can get started right away. Written by a recognized thought leader in the training industry, this informative and insightful guide is your roadmap to a more effective organization. You will discover how to: Attract, retain, and motivate the best employees Become a more innovative and agile organization Create a culture of continuous self-improvement Encourage learning at all levels and translate it into action Learning and education doesn't end at graduation—it's a lifelong process that keeps you relevant, informed, and better able to achieve your goals. These same benefits apply at the organizational level, making the culture self-sustaining: learning organizations attract top workers, who drive the organization forward, which attracts more top workers. If you want the best people, you have to be their best option. Building an Innovative Learning Organization gives you a blueprint for building a culture of learning, for a stronger, more robust organization.
Learning is the key to success and survival in today's workplace. This essential best-practices toolkit with lessons from world-class leaders - FedEx, Nokia, Alcoa, Whirlpool, Microsoft, and others - tells how to successfully transform an organization into one that not only continually learns from its experiences but quickly translates that knowledge into improved performance. Rich with hands-on tools and dozens of new examples and case studies, this highly anticipated updated edition of the award-winning Building the Learning Organization puts the power of the author's Systems Learning Organization model into the hands of any manager who wants to participate in building, maintaining, and sustaining the next generation of learning organizations.