500 Tips for Developing a Learning Organization

Front Cover
Kogan Page Publishers, 1999 - Business & Economics - 125 pages
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'Learning Organization' has been one of the buzz phrases of recent years, yet what exactly does it mean? How can you strive to become a learning organization? Is they theory really applicable? The answer is in your hands!

As the authors say in the introduction to their book: 'We wrestled with some of the bigger, broader, hazier concepts and checked out what is really happening. We looked back through learning theory and compared it to practice, then whittled it down to practical tips. We applied what we know about the dynamics of systems and found workable advice'.

In short, this book takes a nebulous concept and transforms it into practical advice.

With expert tips for all types of organizations, this inspirational guide provides a no-nonsense summary of how to create a learning organization by focusing on a number of key areas that will help you whether you are: deciding your vision for learning; benefiting from flexible learning; developing your own learning; improving collaborative learning; developing systems for learning; building a centre of learning in your organization.

At last - practical advice on a topic clouded by theory!

 

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Contents

Introduction
1
A Vision for Learning
4
What is a learning organization?
6
Deciding on your organizations vision
8
Ten steps to sharing strategic thinking
10
Learning with and from customers
12
Leading a learning organization
14
Learning about the future
16
Managing stress
64
Cultivating wellness at work
66
Collaborative Learning
68
Reducing the bystander effect
70
Creating group intimacy
72
Setting personal goals
74
Setting shared goals
76
some gender issues
78

Learning alignment
18
Learning methodologies terms ways and means
20
Learning to learn
22
danger signs
24
A Flexible Approach to Learning
26
Why use flexible learning?
28
Using resourcebased learning
30
Benefits of flexible learning for learners
32
Benefits of flexible learning for trainers
34
Benefits of flexible learning for human resource professionals
36
Benefits of flexible learning for organizations
38
Choosing published flexible learning materials
40
Choosing computerbased learning materials
43
Individual Learning
46
Learning how to do your job better
48
Helping people to learnbydoing
50
Learning through feedback
52
Learning from things that go wrong
54
Motivation and wanting to learn
56
Motivation and needing to learn
58
Learning how to manage your time
60
Planning with a pen
62
Establishing groundrules for collaborative learning
81
Conflict in groupwork
84
Tollowership skills development
87
Systems for Learning
89
Recognizing systems
91
Systems mapping
93
Knowledge management
95
Using competencies
98
Action learning
100
Learning about quality
102
ISO 9000 and the learning organization
104
Investing in People in the learning organization
106
How to Build a Centre of Learning in Your Organization
108
Act small
110
What is the curriculum for an organizations learning centre?
112
Developing your learning advisors
114
Research
116
Make your senior managers into professors
118
Reward recognition and evaluation
120
Index
123
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About the author (1999)

Dr Abby Day is President of Livingstone Bell & Associates Inc., an international consultancy specialising in organizational development. Her work focuses primarily on action learning approaches in public and private organizations. She edits Logistics Information Management and is the author of several books and articles on communications.

Dr John Peters is a Consultant and Director of Livingstone Bell & Associates Inc., John edits the TQM Magazine and Management Decision, as well as being founding editor of the Learning Organization Journal.

Professor Phil Race runs staff-development workshops on teaching, learning and assessment methods in the UK and abroad, and publishes widely on these topics. He also works with students on study skills topics, and has recently published How to Get a Good Degree with Open University Press.

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