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Continuous and Embedded Learning for Organizations
There is considerable connection between growth of the personnel in the organization and the ability for the company to compete over time. Looking outside for help training may be required but looking within for opportunities for enhanced training and growth, will foster a continually improving and growing organization. This book examines the opportunities for learning, within the organization and its’ activities, along with the connection to motivation. Additionally, it provides information on the characteristics of organizations that are able to quickly disseminate, along with approaches for improving this distribution of that learning throughout the organization.
294 pages, Paperback
Published January 21, 2023
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May 3, 2023
In today’s competitive corporate environment, if you’re standing still, you’re losing ground!
Success today does not guarantee success tomorrow.
How does any organization stay ahead of the competition? What steps can ensure an organization’s bright, long, prosperous future?
This book is like being thrown a floatation device when you’re drowning!
The authors identify complex learning topics that can be turned into behaviors embedded into daily work habits.
James Clear, author of Atomic Habits, states, “Habits are mental shortcuts learned from experience. In a sense, a habit is just a memory of the steps you previously followed to solve a problem in the past.” “The primary reason the brain remembers the past is to better predict what will work in the future.”
“For an organization to be an effective global competitor, it will require constant learning by the individual team members that enable the organization to become increasingly competent and efficient and able to discover new opportunities and effectively take advantage of these. This ultimately requires more than the individual to learn, but team learning, and learning that spreads through the organization.”
“A learning organization neither waits for an issue to implement change nor wastes an opportunity for change even during a change itself.” “…the cycle of learning and action is consistent and part of the organization’s structure itself.”
The authors state, “This book provides an overview of the many systems, both social and technical, required to create a learning organization, as well as ways to capture and propagate learning throughout the organization. The longevity of the organization depends upon the ability of that organization to learn and propagate that learning throughout the organization.”
“This book also explores the difference between learning and knowledge and how these two different mindsets are commonly misunderstood. This approach is instrumental in knowing what, when, where, why, and how to plan and execute a plan for motivating your personnel, developing your organization, and using your project to obtain both.”
“Learning is how we gain knowledge, and that knowledge is the logical application of what we have learned.” “While most organizations understand that in today’s environment, change is inevitable, they do not relate this change to what is being learned or the need for learning, but to what new technology is available. Technology is not necessarily the savior of the organization. Organizational development is a manner to bring about planned change.”
“Tools are not the savior of the organization; it is the talent.”
“While we know from years of experience working as team members and team leaders, one size does not fit all and must be tailored to not only the people but the organization and the project, that is why the approach is to show opportunities and allow you to determine the when and how of the application.”
Organizations pride themselves on their mission or vision statements, but are they relevant?
“We have all been part of organizations that have a mission or vision statement that says its people or innovation, or some other catchphrase, are key to their success, but when you delve into how these actually stack up in what and how the organizations run they are but curtains on a broken window: look nice but have little to do with how the organization operates.”
The authors state, “We are believers that embedding development: personnel and organizational, into everyday processes, in project plans and aligning this development with the mission or vision statement of the organization will reduce the chance of these items being reduced or even stopped during times of need.”
“To remain relevant, the organization must constantly work to understand and adapt to the external environment as well as improve the internal environment.”
The authors reference one of my favorite TV series, Airplane Disasters, broadcast on the Smithsonian Channel.
The relevancy of Airplane Disasters to organizational disasters is the same. When airplanes or organizations crash, the reasons are complex. There is usually more than one thing that brings down the plane or organization!
We tend to jump to conclusions about the failures. “It is seldom the first thing we think is in fact, the problem. There is also a significant chance that the root cause is not, in fact, a single thing, and very likely not the single thing we may immediately believe to the problem often based upon biases and experiences.”
“There is only one thing more painful than learning from experience, and that is not learning from experience.”
“Learning provides the mechanism for improvement. We learn what does not work; we explore to find what may work and experiment to ascertain what will work. We work to understand those things that limit our performance, hindering us from the objectives we wish to achieve, and then work with our team members to devise potential solutions to overcome these limitations, then experiment with potential solutions, learning along the way.”
“Most organizations fail to exploit their lessons learned because their focus is on the now instead of the long term.”
“Each failure, each success provides us with an opportunity to learn. If we take and maximize that opportunity (spread throughout the organization), we become stronger as an organization. We learn more as a group about what works and what does not work. This is helpful for the product and for the project, but we must pay attention to what is going on and listen to those that have learned lessons that we have not yet learned, as well as teach lessons to those who have not learned. Student and teacher are one and the same.”
“Good judgment comes from experience, and experience comes from bad judgment.”
“Many people may consider change as something that occurs only when something happens to cause it or when a new plan or process is enacted. However, change is always occurring even when there is no visible cause (issue or accident) or even a plan for it.”
The authors state, “…plan for an opportunity rather than react to a situation.”
“In 1948, 3M introduced a unique program that quickly became one of the signature elements of the company’s reputation for innovation. The 15% program, which continues today, allows employees to dedicate up to six hours a week to their own projects, to range beyond the responsibilities of their job, hatch their own ideas, and see what can become of them. The program is a perk that delivers benefits both to the individual and the company. Among other innovations, the company attributes the invention of Post-it Brand notes to 15% time.
“Understanding what works well or the strength of the company is like discovering gold nuggets. These are the areas that can propel the organization to truly new heights. When we see what works, we can work to move these things that work in one location for consideration to other parts of the organization.”
This book provides organizations with a step-by-step embedded learning plan tailored to their specific needs for their immediate and long-term success.
During a recent team-building event at work, I had the opportunity to share some of the book’s examples of how teams can be made stronger. The stories popped into my mind because they were relevant to the situation.
Isn’t that the litmus test of any book? Can you use what you know?
Yes! I was able to use some of my new-found knowledge and share these nuggets of relevant information with my team of co-workers!
Success today does not guarantee success tomorrow.
How does any organization stay ahead of the competition? What steps can ensure an organization’s bright, long, prosperous future?
This book is like being thrown a floatation device when you’re drowning!
The authors identify complex learning topics that can be turned into behaviors embedded into daily work habits.
James Clear, author of Atomic Habits, states, “Habits are mental shortcuts learned from experience. In a sense, a habit is just a memory of the steps you previously followed to solve a problem in the past.” “The primary reason the brain remembers the past is to better predict what will work in the future.”
“For an organization to be an effective global competitor, it will require constant learning by the individual team members that enable the organization to become increasingly competent and efficient and able to discover new opportunities and effectively take advantage of these. This ultimately requires more than the individual to learn, but team learning, and learning that spreads through the organization.”
“A learning organization neither waits for an issue to implement change nor wastes an opportunity for change even during a change itself.” “…the cycle of learning and action is consistent and part of the organization’s structure itself.”
The authors state, “This book provides an overview of the many systems, both social and technical, required to create a learning organization, as well as ways to capture and propagate learning throughout the organization. The longevity of the organization depends upon the ability of that organization to learn and propagate that learning throughout the organization.”
“This book also explores the difference between learning and knowledge and how these two different mindsets are commonly misunderstood. This approach is instrumental in knowing what, when, where, why, and how to plan and execute a plan for motivating your personnel, developing your organization, and using your project to obtain both.”
“Learning is how we gain knowledge, and that knowledge is the logical application of what we have learned.” “While most organizations understand that in today’s environment, change is inevitable, they do not relate this change to what is being learned or the need for learning, but to what new technology is available. Technology is not necessarily the savior of the organization. Organizational development is a manner to bring about planned change.”
“Tools are not the savior of the organization; it is the talent.”
“While we know from years of experience working as team members and team leaders, one size does not fit all and must be tailored to not only the people but the organization and the project, that is why the approach is to show opportunities and allow you to determine the when and how of the application.”
Organizations pride themselves on their mission or vision statements, but are they relevant?
“We have all been part of organizations that have a mission or vision statement that says its people or innovation, or some other catchphrase, are key to their success, but when you delve into how these actually stack up in what and how the organizations run they are but curtains on a broken window: look nice but have little to do with how the organization operates.”
The authors state, “We are believers that embedding development: personnel and organizational, into everyday processes, in project plans and aligning this development with the mission or vision statement of the organization will reduce the chance of these items being reduced or even stopped during times of need.”
“To remain relevant, the organization must constantly work to understand and adapt to the external environment as well as improve the internal environment.”
The authors reference one of my favorite TV series, Airplane Disasters, broadcast on the Smithsonian Channel.
The relevancy of Airplane Disasters to organizational disasters is the same. When airplanes or organizations crash, the reasons are complex. There is usually more than one thing that brings down the plane or organization!
We tend to jump to conclusions about the failures. “It is seldom the first thing we think is in fact, the problem. There is also a significant chance that the root cause is not, in fact, a single thing, and very likely not the single thing we may immediately believe to the problem often based upon biases and experiences.”
“There is only one thing more painful than learning from experience, and that is not learning from experience.”
“Learning provides the mechanism for improvement. We learn what does not work; we explore to find what may work and experiment to ascertain what will work. We work to understand those things that limit our performance, hindering us from the objectives we wish to achieve, and then work with our team members to devise potential solutions to overcome these limitations, then experiment with potential solutions, learning along the way.”
“Most organizations fail to exploit their lessons learned because their focus is on the now instead of the long term.”
“Each failure, each success provides us with an opportunity to learn. If we take and maximize that opportunity (spread throughout the organization), we become stronger as an organization. We learn more as a group about what works and what does not work. This is helpful for the product and for the project, but we must pay attention to what is going on and listen to those that have learned lessons that we have not yet learned, as well as teach lessons to those who have not learned. Student and teacher are one and the same.”
“Good judgment comes from experience, and experience comes from bad judgment.”
“Many people may consider change as something that occurs only when something happens to cause it or when a new plan or process is enacted. However, change is always occurring even when there is no visible cause (issue or accident) or even a plan for it.”
The authors state, “…plan for an opportunity rather than react to a situation.”
“In 1948, 3M introduced a unique program that quickly became one of the signature elements of the company’s reputation for innovation. The 15% program, which continues today, allows employees to dedicate up to six hours a week to their own projects, to range beyond the responsibilities of their job, hatch their own ideas, and see what can become of them. The program is a perk that delivers benefits both to the individual and the company. Among other innovations, the company attributes the invention of Post-it Brand notes to 15% time.
“Understanding what works well or the strength of the company is like discovering gold nuggets. These are the areas that can propel the organization to truly new heights. When we see what works, we can work to move these things that work in one location for consideration to other parts of the organization.”
This book provides organizations with a step-by-step embedded learning plan tailored to their specific needs for their immediate and long-term success.
During a recent team-building event at work, I had the opportunity to share some of the book’s examples of how teams can be made stronger. The stories popped into my mind because they were relevant to the situation.
Isn’t that the litmus test of any book? Can you use what you know?
Yes! I was able to use some of my new-found knowledge and share these nuggets of relevant information with my team of co-workers!
December 27, 2022
Personal experience tells me that people adopt one of three specific methods with regard to doctor visits. Some, I suspect the majority of the population, see doctor visits as a necessary evil. They make appointments with doctors, elicit doctor recommendations, gain a vague awareness of their diagnosed health, and react accordingly. Others see doctor visits as similar to automobile tune ups - they are to be viewed with trepidation, because the best possible result is that nothing will be found to be malfunctioning, but the more likely result is that the diagnosis will be painful and costly. The third group is rather unique - they see doctor visits as opportunities. They wish to discover their best possible course to health and long life, and they listen closely to doctor observations. With regard to organizations and businesses, Jon Quigley, author of Continuous and Embedded Learning for Organizations, is solidly and unabashedly in the third group. Mr. Quigley is a constant advocate of a proactive approach to running a business or organization. His desire is to work against a defensive posture, eliminate fear of discovering problems, beware of preconceived notions, and find root causes for potential business difficulties by employing a methodological approach and seeking them out. I imagine most doctors would be quite happy to have Mr. Quigley as a patient; most businesses, I also imagine, would be equally happy to receive his advice. Mr. Quigley's book would have universal application - all organizations and/or businesses would benefit from his advice. Here is a breakdown on how the book is organized, by chapter:
1. What are learning and communication and why are they important?
2. How can an organization's learning be systematically developed?
3. What exactly is learning from experience and how is that implemented?
4. As an organization develops through learning, how is that change managed?
5. What type of follow up to change is advisable?
6. How can employees gain access to knowledge about organizational development?
7. What type of training and development plans are available and what might work best?
8. How can leadership both be involved in learning and demonstrate adherence?
9. What are some anecdotal stories about organizational attempts and what were their relative levels of success?
Continuous and Embedded Learning is replete with charts, graphs and references. Here are a few examples of the advice it provides:
- Communication is essential and improves learning. I thought of a previous organization with which I was personally involved. My first boss emphasized communication and set a strong example, responding directly to every form of communication, regardless of origin, within 24 hours; my second boss didn't even acknowledge receipt of communication and responded haphazardly; it is impossible to express the magnitude of the difference in the success level or the organization, which was a direct result.
- Maximum productivity is not gained by working all the time; working without respite can preclude learning
- "Get it right the first time" is incorrect and actually inhibiting; do not fear failure; instead, experiment and adjust
- corporate "silos" and restrictive corporate culture, complete with office politics, inhibit communication and diminish chances for success
- profit is a motivator, but learning is at least an equal motivator; strive to reach a balance between them
- "errant proximity" can be a confusing problem; many perceive problems to be the direct result of events that have occurred recently; instead, it is possible that the problem is long term and embedded and needs to be discovered and rooted out
Continuous and Embedded Learning for Organizations is a fine reference. My advice for the reader is to peruse it carefully, but then keep it handy as a how-to manual.
1. What are learning and communication and why are they important?
2. How can an organization's learning be systematically developed?
3. What exactly is learning from experience and how is that implemented?
4. As an organization develops through learning, how is that change managed?
5. What type of follow up to change is advisable?
6. How can employees gain access to knowledge about organizational development?
7. What type of training and development plans are available and what might work best?
8. How can leadership both be involved in learning and demonstrate adherence?
9. What are some anecdotal stories about organizational attempts and what were their relative levels of success?
Continuous and Embedded Learning is replete with charts, graphs and references. Here are a few examples of the advice it provides:
- Communication is essential and improves learning. I thought of a previous organization with which I was personally involved. My first boss emphasized communication and set a strong example, responding directly to every form of communication, regardless of origin, within 24 hours; my second boss didn't even acknowledge receipt of communication and responded haphazardly; it is impossible to express the magnitude of the difference in the success level or the organization, which was a direct result.
- Maximum productivity is not gained by working all the time; working without respite can preclude learning
- "Get it right the first time" is incorrect and actually inhibiting; do not fear failure; instead, experiment and adjust
- corporate "silos" and restrictive corporate culture, complete with office politics, inhibit communication and diminish chances for success
- profit is a motivator, but learning is at least an equal motivator; strive to reach a balance between them
- "errant proximity" can be a confusing problem; many perceive problems to be the direct result of events that have occurred recently; instead, it is possible that the problem is long term and embedded and needs to be discovered and rooted out
Continuous and Embedded Learning for Organizations is a fine reference. My advice for the reader is to peruse it carefully, but then keep it handy as a how-to manual.
November 12, 2023
The book Continuous and Embedded Learning for Organizations by Jon M Quigley and Shawn P Quigley is a comprehensive guide for managers and leaders who want to foster a culture of learning and innovation in their organizations. The authors draw on their extensive experience in project management, product development, and organizational development to provide practical insights and strategies for enhancing the learning capabilities of individuals, teams, and organizations.
The book covers various topics related to learning, such as the nature and types of learning, the role of motivation, the importance of change management, the methods of mechanizing knowledge, the best practices of training and development, and the relationship between learning and leadership. The authors also share some real-world examples and case studies from their own projects and clients to illustrate how they applied the concepts and principles discussed in the book.
The book is well-written, well-organized, and well-researched. It offers a balanced mix of theory and practice, as well as both qualitative and quantitative data. The authors use clear language, engaging anecdotes, relevant examples, and useful tools to convey their message. The book is suitable for anyone who is interested in learning more about how to create a continuous and embedded learning environment in their organization.
The book has some limitations that could be improved in future editions. For example, some of the chapters are too long or too dense for readers who may prefer a more concise or accessible format. Some of the topics are also too technical or specialized for readers who may not have a background or interest in them. Some of the references are outdated or incomplete for readers who may want to access more recent or comprehensive sources.
Overall, the book is a valuable resource for anyone who wants to learn how to leverage the power of learning in their organization. It provides a solid foundation for understanding the theory and practice of continuous and embedded learning, as well as some practical tips and tools for implementing it. The book is not only informative but also inspiring, as it shows how learning can lead to innovation, improvement, growth, and success in any organization.
The book covers various topics related to learning, such as the nature and types of learning, the role of motivation, the importance of change management, the methods of mechanizing knowledge, the best practices of training and development, and the relationship between learning and leadership. The authors also share some real-world examples and case studies from their own projects and clients to illustrate how they applied the concepts and principles discussed in the book.
The book is well-written, well-organized, and well-researched. It offers a balanced mix of theory and practice, as well as both qualitative and quantitative data. The authors use clear language, engaging anecdotes, relevant examples, and useful tools to convey their message. The book is suitable for anyone who is interested in learning more about how to create a continuous and embedded learning environment in their organization.
The book has some limitations that could be improved in future editions. For example, some of the chapters are too long or too dense for readers who may prefer a more concise or accessible format. Some of the topics are also too technical or specialized for readers who may not have a background or interest in them. Some of the references are outdated or incomplete for readers who may want to access more recent or comprehensive sources.
Overall, the book is a valuable resource for anyone who wants to learn how to leverage the power of learning in their organization. It provides a solid foundation for understanding the theory and practice of continuous and embedded learning, as well as some practical tips and tools for implementing it. The book is not only informative but also inspiring, as it shows how learning can lead to innovation, improvement, growth, and success in any organization.
November 20, 2023
This book is a must-read for any business owner. Even those who don't own a business can discover amazing applications for their lives within its pages. Covering essential practices in business and psychological social subjects, it draws from teachings by experts like Taylor, Deming, and Maslow. Its comprehensive scope encompasses learning methods, organizational strategies, communication issues, and leadership, offering broad yet accessible explanations in both social and technical areas. Contrary to initial assumptions, the book steers clear of complex technical jargon, presenting only about five simple mathematical or social formulas that anyone can easily grasp.
At first glance, the book's title and cover image might appear intimidating, but in reality, it's a remarkably simple read. The authors adeptly capture the essence of each subject in a concise, reader-friendly manner. While some readers may desire more profound insights or challenges to established perspectives, the book undeniably prompts valuable introspection and perspective shifts. Overall, it's an excellent resource, delivering simplicity and clarity that anyone can appreciate, offering numerous practical applications to enrich one's life.
At first glance, the book's title and cover image might appear intimidating, but in reality, it's a remarkably simple read. The authors adeptly capture the essence of each subject in a concise, reader-friendly manner. While some readers may desire more profound insights or challenges to established perspectives, the book undeniably prompts valuable introspection and perspective shifts. Overall, it's an excellent resource, delivering simplicity and clarity that anyone can appreciate, offering numerous practical applications to enrich one's life.
March 3, 2024
Continuous and Embedded Learning for Organizations is a book that I found horrifying to read at first. A serious book with heavy discussion is something I usually avoid at best. But coming across this book is such a bliss.
Being an undergraduate college student who is new to the exposure of a lot of university organizations, I don’t know what to do with them. Questions such as “Which organization I should apply?” “Which one is beneficial to me?” and “How this organization would help me grow?” come across my mind a whole lot. And this is the book that help me deciding which organization and community I should join.
I found this book very light despite the compact and serious discussion contained this this book. Although it still took me some times to fully digest the information contained as I find the need to pause a bit here and there during my reading session.
Despite the amazing content of this book, I find the splitting method of the topic is a little confusing. I think it would be easier to understand and visually more appealing if chapters and sub-chapters’ font is distinguished instead of the numbering system (ex. 1.1 (as in chapter one topic one) and 1.1.1 (chapter one topic one point one)) this book is using.
Other than that, I don’t find anything about this book that I don’t like. I like the summary part at the end of every chapters. I feel like it helps me getting a hang of everything in the chapters.
Such an informative book <3
Being an undergraduate college student who is new to the exposure of a lot of university organizations, I don’t know what to do with them. Questions such as “Which organization I should apply?” “Which one is beneficial to me?” and “How this organization would help me grow?” come across my mind a whole lot. And this is the book that help me deciding which organization and community I should join.
I found this book very light despite the compact and serious discussion contained this this book. Although it still took me some times to fully digest the information contained as I find the need to pause a bit here and there during my reading session.
Despite the amazing content of this book, I find the splitting method of the topic is a little confusing. I think it would be easier to understand and visually more appealing if chapters and sub-chapters’ font is distinguished instead of the numbering system (ex. 1.1 (as in chapter one topic one) and 1.1.1 (chapter one topic one point one)) this book is using.
Other than that, I don’t find anything about this book that I don’t like. I like the summary part at the end of every chapters. I feel like it helps me getting a hang of everything in the chapters.
Such an informative book <3
February 20, 2023
First and foremost I must applaud how well the content is presented. Especially in cases of such technical books, content presentation is of utmost importance as it not only allows for easy assimilation of data by the reader but also shows clarity of thought of the author.
There is a detailed index, each new concept is followed with either graphs, diagrams, flow charts or pictures. There is a sub division of topics and they are summarised too separately.
The book doesn't only provide a way for solutions, but also insight to look for any concerning areas within your current set up. Inshort steps away from superficial beautification and emphasis on working from bottom to up.
Overall a good read.
There is a detailed index, each new concept is followed with either graphs, diagrams, flow charts or pictures. There is a sub division of topics and they are summarised too separately.
The book doesn't only provide a way for solutions, but also insight to look for any concerning areas within your current set up. Inshort steps away from superficial beautification and emphasis on working from bottom to up.
Overall a good read.
February 16, 2023
Very verbose booking on a very dry non-fiction subject of learning and management. But lot of interesting and useful insights like below.
1. Learning is the most useful and important competencies all organizations needs to develop if they want to stay competitive.
2. Management should give due importance to ensure that all the lessons learnt as well as new learning is passed on to all the employees so they can help remove existing or anticipated pain points.
3. Most people don't like change but with appropriate *change management* new policies can be successfully implemented.
1. Learning is the most useful and important competencies all organizations needs to develop if they want to stay competitive.
2. Management should give due importance to ensure that all the lessons learnt as well as new learning is passed on to all the employees so they can help remove existing or anticipated pain points.
3. Most people don't like change but with appropriate *change management* new policies can be successfully implemented.
July 11, 2023
The Title "Continuous and embedded learning for organisations" is enough to tell how mind-boggling an existing Book is. So far in my opinion, sorry I even don't have an opinion, it's just an awesome book and work I ever read in the nonfiction genre.
Displaying 1 - 8 of 8 reviews