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Learning Organizations
What is a learning organization? What are the advantages of creating one? Why should a company want to become a learning organization? Where does one start? Learning Developing Cultures for Tomorrow's Workplace contains essays by thirty-nine of the most respected practitioners and scholars of this topic. This definitive collection of essays is rich in concept and theory as well as application and example. Lead authors include Harvard's Rosabeth Moss Kanter, London Business School's Professor Emeritus Charles Handy, and MlT's Fred Kofman and Peter Senge. The thirty-two essays in this comprehensive collection are presented in four main 1. Guiding Ideas 2. Theories/Methods/Processes 3. Infrastructure 4. Arenas of Practice
572 pages, Paperback
First published March 30, 2006
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January 24, 2008
Many great articles collected here.
Selections from my forthcoming book, Dynamic Markets Leadership, all rights reserved.....
For example,
Motives for Implementing a Learning Organization
The problem is that adults who find themselves occupying senior positions in corporations tend to have a firmly anchored world view of how they should operate in the organization [but]...they are incompetent in certain areas crucial to organizational innovation and are unaware of their own incompetence.... Symptoms of unconscious incompetence include certainty, righteousness, being closed to others' views, denial and delusional thinking.
Thompson, John W., "The Renaissance of Learning in Business," in The Learning Organization: Developing Cultures for Tomorrow's Workplace, edited by Chawla, S., and Renesch, Jorh, Productivity Press: Portland, Oregon, 1995, p. 91-92.
Narrative and Symbolic Strategies: the collection and creation of the carriers of corporate culture and history of the organization. The use of symbolic strategies recognizes, as Cory and Underwood described, that the stories believed in a company are powerful teaching instruments. Likewise, this strategy recognizes that the beliefs, values, and world-view of the organization are structured at high levels through the symbol systems. In my terms, Dynamic Markets Leaders are seen as guardians and transmitters of symbolic systems that embody the values and preserve them through history.
--Cory, Dianne, and Underwood, Paula, “Stories for Learning: Exploring Your Circumstance,” in Chawla, S., and Renesch, John, Learning Organizations:
Selections from my forthcoming book, Dynamic Markets Leadership, all rights reserved.....
For example,
Motives for Implementing a Learning Organization
The problem is that adults who find themselves occupying senior positions in corporations tend to have a firmly anchored world view of how they should operate in the organization [but]...they are incompetent in certain areas crucial to organizational innovation and are unaware of their own incompetence.... Symptoms of unconscious incompetence include certainty, righteousness, being closed to others' views, denial and delusional thinking.
Thompson, John W., "The Renaissance of Learning in Business," in The Learning Organization: Developing Cultures for Tomorrow's Workplace, edited by Chawla, S., and Renesch, Jorh, Productivity Press: Portland, Oregon, 1995, p. 91-92.
Narrative and Symbolic Strategies: the collection and creation of the carriers of corporate culture and history of the organization. The use of symbolic strategies recognizes, as Cory and Underwood described, that the stories believed in a company are powerful teaching instruments. Likewise, this strategy recognizes that the beliefs, values, and world-view of the organization are structured at high levels through the symbol systems. In my terms, Dynamic Markets Leaders are seen as guardians and transmitters of symbolic systems that embody the values and preserve them through history.
--Cory, Dianne, and Underwood, Paula, “Stories for Learning: Exploring Your Circumstance,” in Chawla, S., and Renesch, John, Learning Organizations:
Displaying 1 of 1 review