Facilitating Learning Organizations: Making Learning CountThe authors give guidance and advice on how to facilitate the complex change interventions that are required to build learning into the system so that it makes a difference. They highlight the need for business leaders and development professionals to work together. |
Contents
Leading the | 6 |
Sculpting change | 19 |
Changing and rechanging at Sulzer Orthopedics Inc | 41 |
Charting the journey | 59 |
Integrating work and learning | 71 |
Tapping into knowledge potential | 79 |
Breaking through | 103 |
leadership is real work | 119 |
Facing the resistance within | 143 |
Transforming leadership for learning | 159 |
profiles | 181 |
Conclusion | 201 |
References | 211 |
| 217 | |
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Common terms and phrases
360-degree feedback action learning action science Advanced Micro Devices alignment areas Army asked assessment behaviour build capture and share challenge change process chapter collaboration communities of practice company's competency model CoNexus consultants ConsultPro continuous learning create customers decisions describe dialogue DLOQ employees environment example experience Facilitate.com feedback focus goals going groupware human resource ideas implement individuals initiative intellectual capital interaction involved Jerry Marlar Johnsonville Sausage journey knowledge creation knowledge management knowledge management systems leaders leadership learning coach learning infrastructure learning organization Linda LIRW look Marsick meeting organization development organizational learning performance person Pete practices problem programme PSE&G questions Ralph Stayer Renee Rogers rewards role session share learning skills stories strategies success Sulzer Orthopedics systems to capture systems-level learning talk team learning things understanding vision Vision Quest Watkins