Sculpting the Learning Organization: Lessons in the Art and Science of Systemic Change
A unique perspective from adult educators experienced in organizational change. Shows human resource professionals, frontline managers, and others how people learn in the workplace and how to support that learning in programs that foster high employee involvement, in self-directed teams, or by addressing core organizational concerns such as balancing work and home life. In eighteen illustrative case vignettes, individuals from such companies as AT&T, IBM, and Esso Petroleum describe in their own words the "action imperatives" that help create learning at four key levels--the individual, the team, the organization, and society.
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A Framework for the Learning Organization
The Team Process
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action learning action research action science action technologies asked behavior build challenge chapter collaboration communication continuous learning create culture decisions described dialogue Digital Equipment Corporation employees empowered empowerment enhance environment example experience feedback focus ganization global goals human resource developers identify impact implement improve initiative innovation inquiry interaction involved Johnsonville Foods leaders learned helplessness learners learning organization look managers Manulife Financial Marsick meet ment needs nization orga organization's organizational learning participants performance perspectives PetroCo ployees policies problem reframing relationships responsibility role sculpture share situation skills solutions solve staff strategy structure success supervisor systems thinking talk task team learning team members Tellabs thinking tion Total Quality Total Quality Management values vision Vision Quest weapons director Whirlpool Corporation work-family workers workforce workplace zation
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The Knowledge Evolution: Expanding Organizational Intelligence
No preview available - 1997