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Leading Organizational Learning brings together today’s top thinkers in organizational learning—including Jon Katzenbach, Margaret J. Wheatley, Dave Ulrich, Calhoun W. Wick, Beverly Kaye, and other thought and industry leaders. This handbook helps business, government, and nonprofit leaders understand how to master learning and knowledge sharing within their organizations. This one-of-a-kind volume is filled with chapters that directly address the most current ideas, concepts, and practices on the topic of organizational learning. Acclaimed authors, world-renowned thought, global, and industry leaders, managing directors, and presidents of leading organizations have contributed their original essays to this provocative collection. Leading Organizational Learning Offers ten guidelines to help key employees and knowledge workers do a better job of influencing upper management Demonstrates the best way to move ideas through an organization Outlines the principles that facilitate knowledge management Explains how people learn on the job Discusses how larger organizations can leverage their “bigness” Proposes a method of knowledge mapping to effectively organize and use knowledge in decisionmaking Outlines the knowledge and attributes integral to the success of today’s executives Discusses passing knowledge from person to person Explains how consultants can help organizations develop ideas Debunks the myths and explores the realities of knowledge management
[...]... Niall FitzGerald Chairman, Unilever Foreword Ideas on the move do not wait for the reluctant, resistant, wouldbe leader They move on the winds of change; sometimes they are just straws in the wind that we try to grasp The leaders of change, the leaders of tomorrow, have invested in the future of their people, the future of the organization, through powerful learning opportunities—continuous, continuing... the viable, relevant, effective organization of the future—highly effective, highly competitive, highly successful Without the investment in organizational learning, the other investments will not matter The organization of the future will be defined by its ability to provide learning at every level This is an indispensable part of the planning, the strategy, and the blueprint for the organization of. .. Santa Fe, California Alexander J Ogg Rotterdam, The Netherlands Acknowledgments The thoughts, insights, and visions expressed in Leading Organizational Learning represent the thinking of some of the world’s most knowledgeable minds We thank them for unselfishly sharing their ideas with you The value of an edited book depends on individuals like them and their willingness to share with readers Capturing... leader of the enterprise—from the leader on the loading dock to the CEO The organization is a learning organization—deliberately and exuberantly celebrated as such Learning as a value has permeated the culture and has moved into the lives of the people and throughout the organization until there is no question if, only how, when, and where The way has long been accepted and celebrated as part of the vision... Management Involves Neither Knowledge nor Management,” in which he touts the benefits of person-to-person contact as the best way to move ideas through an organization Part Two, “Processes That Work,” begins with The Real Work of Knowledge Management,” in which Margaret Wheatley discusses the Information Age and the definition of knowledge, the beliefs that prevent knowledge management, and the principles that... challenging The credit for taking the individual masterpieces and making them a true collection of art is solely credited to our managing editor, Sarah McArthur Sarah’s patience and thoroughness with the editing process continues to amaze us, and the quality of her work is equal to the quality of the contributors We would also like to thank Dorothy Hearst and all of the staff of Jossey-Bass for their commitment... of the vision of the future of the organization Leading change is an integral part of organizational learning Learning that is focused on the future, on the changing organization in a rapidly changing environment—a future few can describe in a world that has changed forever When the roll is called in 2010, the organizations responding will be those that saw organizational learning as the key investment... Today, with the added pressures of the electronic revolution, we are inundated with information What is important? What needs attention? We know that the answers to these questions probably already exist within our organizations, but we have yet to map the easiest and most accessible routes to them In addition, because of the rapid pace of change in organizations today, it is often the case that knowledge. .. help you identify sources of learning inefficiency as well as how to close the gap between knowledge and people and thus create success for your organizations The articles in this book, written by some of the world’s leading thought leaders, include the latest and most up-to-date ideas, concepts, and practices on the subject of organizational learning The prestigious group of contributors to this volume... asked me if there really was a computer, color monitor, and a printer in 3 4 LEADING ORGANIZATIONAL LEARNING this small box They figured that you could not fit all that equipment in that box, so they probably would just get a coupon that would have to be mailed in for the printer at a later date In other words, they could not visually see and perceive the value of this special I took one of the boxes, . as part of the vision of the future of the organization. Leading change is an integral part of organizational learning. Learning that is focused on the future, on the changing organiza- tion in. leaders of change, the leaders of tomorrow, have invested in the future of their peo- ple, the future of the organization, through powerful learning opportunities—continuous, continuing learning opportunities. opinion much closer to the key-to-success end of the spectrum, but you will also be informed and educated by the honesty of the authors, who go out of their way to acknowledge the faddishness that