This book offers a practical, hands-on, pluralistic approach to building organizational and team learning capability that is consistent with OD principles and that carefully explores the links between learning, corporate strategy, and knowledge management. Through a systematic series of applied exercises, it shows readers how learning in, of, and among organizations can be recognized, analyzed, and put into practice through a variety of learning actions and styles that improve organizational performance. It introduces the diagnostic Organizational Learning Inventory and provides guidance on how to use/benefit from it in assessing ANY organizational unit--e.g., department, workgroup, task force, or a company subsidiary. KEY TOPICS: The Competitive Edge: Learning for Strategic Advantage. Assessing Learning in Your Team or Company: Learning Orientations. Assessing the Conditions for Learning: Facilitating Factors. Recognizing Your Best Possible Learning Profile. Ways to Enhance or Shift Learning Orientations. Promoting the Conditions for Learning. Learning across Team and Corporate Boundaries. Making Learning Investments: Learning Portfolios and Architectures. Critical Challenges in Learning “Best Practices.” The Learning Horizon. MARKET: Chief Learning Officers, Chief Knowledge Officers, Directors of Organizational Development, Effectiveness, Training.
I. PROFILES OF LEARNING: CURRENT AND STRATEGIC.1. The Competitive Edge: Learning for Strategic Advantage.
II. LEARNING CHOICES, LEARNING INTERVENTIONS.5. Ways to Enhance or Shift Learning Orientations.
III. THE ADVANTAGED LEARNER.8. Making Learning Investments: Learning Portfolios and Architectures.
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