Action Learning: How the World's Top Companies are Re-Creating Their Leaders and Themselves / Edition 1

by David L. Dotlich, James L. Noel

Overview

A Strategic Boot Camp for Leadership Development "David Dotlich has worked with top management of the best companies to deliver Action Learning programs for over fifteen years. His insights into how leaders develop and his experience as a coach and executive are captured in this excellent book." —Arnold Kanarick, executive president and chief human resources officer, The Limited Plug into a dynamic leadership development process custom made for today's rapidly changing, technology-driven business environment. Unlike traditional classroom-style programs, Action Learning engages managers in emotionally intense, team-oriented experiences that directly address the immediate strategic needs of the organization. Here, authors Dotlich and Noel detail the many Action Learning sessions they've conducted at Shell, Ameritech, Citibank, and other leading corporations that have used Action Learning to quickly and successfully implement a variety of tactical and quantum change initiatives. Readers benefit from a clearly defined framework they can use to construct an Action Learning program of their own—a program that gives companies the power to re-create themselves by first re-creating their leaders.

Product Details

ISBN-13:	9780787903497
Publisher:	Wiley
Publication date:	04/30/1998
Series:	Jossey-Bass Leadership Series , #44
Pages:	240
Product dimensions:	6.26(w) x 9.37(h) x 0.91(d)

About the Author

DAVID L. DOTLICH, former executive vice president of Honeywell and Groupe Bull, is an indepandent consultant and executive coach whose clients include Johnson & Johnson, Nike and Arthur Andersen.

JAMES L. NOEL, is vice president of executive development for Citibank.

Table of Contents

Part One: Action + Learning = Change
1. The Action Learning Framework
2. Stories of Action Learning in Action: Three Types of ActionLearning
3. Why Change? Rising to the Challenges of the New BusinessWorld
Part Two: Putting Action Learning to Work
4. You Can't Buy Leadership: Transforming Leaders in Place
5. Growing Global Leaders
6. Breaking the Boundaries Between Functions and BusinessUnits
7. Reconceptualizing the Business
8. Releasing Fresh Thinking and Indepandent Action
9. For Companies to Learn to Change, People Must Learn toChange
10. Fusing Technology and the Business
11.Removing the Barriers Between Customer and Company
12. Reaching to the Future
Resources
A. Recommended Readings
B. Action Learning Examples

Editorial Reviews

"David Dotlich has worked with top management of the best companies to deliver Action Learning programs for over fifteen years. His insights into how leaders develop and his experience as a coach and executive are captured in this excellent book." —Arnold Kanarick, executive president and chief human resources officer, The Limited

From the Publisher

This straightforward book begins with the solid premise that the only way that organizations will be able to evolve to meet the challenges of today's business environment is for the people who run them to change as well. Dotlich, a consultant, and Noel, vice-president of human resources at Citicorp, are both clear about how that change should happen through "action learning," their term for learning that takes place in a controlled environment where theory is combined with the knowledge that managers already have. They lay out 12 steps to follow for that learning to occur. At this point the book starts to falter. Instead of giving managers a broad prescription for change, Dotlich and Noel should have provided a how-to action plan to follow, which would have been more useful than the generalizations and anecdotes gleaned from their consulting work and personal experiences. Although they do a good job of setting up the rationale for change, the authors might have gone further in showing us how to effect it. (June)

Publishers Weekly - Publisher's Weekly

The authors believe companies can recreate themselves by first creating their leaders through Action Learning. The method requires immersing executives in a team-oriented strategic boot camp that addresses the immediate needs of the organization, erases entrenched thinking, and encourages new attitudes and behaviors. Each chapter is issue-oriented ranging from customer relations to technology to teambuilding. Examples show how corporations have adapted the method to train executives. Annotation c. by Book News, Inc., Portland, Or.

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