Sculpting the Learning Organization: Lessons in the Art and Science of Systemic Change

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Wiley, Oct 26, 1993 - Business & Economics - 298 pages
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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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Contents

A Framework for the Learning Organization
3
Making
73
The Team Process
96
Copyright

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About the author (1993)

KAREN E. WATKINS is associate professor, Department of Adult Education, University of Georgia, Athens. She has served as a consultant for numerous organizations including Motorola, Texas Instruments, and Chevron. Her previous books include Facilitating Learning in the Workplace (1991). VICTORIA J. MARSICK is associate professor of adult and continuing education and codirector, Adult Education Graduate Programs, at Teachers College, Columbia University. She has consulted worldwide for international agencies and U.S. firms including AT&T, Exxon, and CIBA-GEIGY. Her previous books include Learning in the Workplace and Professionals' Ways of Knowing (with H. K. Morris Baskett, 1992). Watkins and Marsick are also coauthors of Informal and Incidental Learning (1990).

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