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The Manager's Pocket Guide to Organizational Learning

Book Description

Today's organizations are in the learning business. Employees must take in a constant supply of new information and apply it to their work regardless of their position. Organizational learning is the process of forming and applying collective knowledge to problems and needs. Organizations learn through five main activities: 1) systematic problem solving; 2) experimentation with new approaches; 3) learning from their own experience; 4) learning from the experiences and best practices of others; and 5) transferring knowledge quickly and efficiently throughout the organization. Organizational learning requires constant reexamination of the effectiveness of one's ideas while engaging in a long-term effort to change the behaviors and practices of individuals, groups, and the organization as a whole. This pocket guide can aid you in these tasks. It is intended as a handy, easy-to-use reference that will help you identify useful learning strategies which you can then adapt to your particular circumstances.

Table of Contents

  1. Title
  2. Copyrigth
  3. Table of Contents
  4. Acknowledgments
  5. Introduction
    1. About This Pocket Guide
  6. Part One: What Is Organizational Learning?
    1. Chapter I: Organizational Learning and Individual Training
    2. Chapter II: Levels of Learning
    3. Chapter III: Learning How to Learn
      1. Barriers to Learning
      2. Principles of Individual Learning
      3. Ground Rules for Small-group Learning
      4. Conditions for Organizational Learning
      5. Reflection and Feedback
    4. Chapter IV: Managers as Model Learners
  7. Part Two: What Are the Strategies That Result in Small-Group Learning?
    1. Chapter V: Individual Learning
    2. Chapter VI: Strategies for Individual Learning
      1. Personal Visioning
      2. Individualized Learning Plans
      3. Self-Reflection
      4. Logs, Diaries, and Journals
      5. Instructor-Led Classroom Seminars and Workshops
      6. Job Rotation
      7. Individual Coaching
      8. Mentoring
      9. Computer Technology
      10. On-The-Job Training
    3. Chapter VII: Small-group Learning
    4. Chapter VIII: Strategies for Small-group Learning
      1. Shared Vision
      2. Action Learning
      3. Continuous Measurement
      4. Dialogue
      5. Reflection
      6. Learning History
    5. Chapter IX: Whole-organization Learning
    6. Chapter X: Strategies for Whole-organization Learning
      1. Causal Loop
      2. Benchmarking
      3. World Café
      4. External Threats to the System
      5. Appreciative Inquiry
      6. Large-Scale Learning Events
  8. Part Three: What Are the Organizational Structures That Support Learning?
    1. Chapter XI: Culture of the Organization
    2. Chapter XII: Communication
    3. Chapter XIII: Leadership
    4. Chapter XIV: Knowledge-Management
    5. Chapter XV: Evaluation
    6. Chapter XVI: Physical Environment
    7. Chapter XVII: Conclusion
      1. Organizational Learning Self-Audit
  9. Part Four: Resources
    1. General Organizational Learning
    2. Individual Learning
    3. Small-group Learning
    4. Whole-organization Learning
    5. Index
    6. About the Author