Creating a Learning Culture: Strategy, Technology, and Practice

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Chapters on strategy, practice, and technology demonstrate how to achieve immediate lasting results by encouraging curiosity and learning at all levels of the organization. Profiles of organizations (including General Motors, Home Depot, and WD-40 Company) using learning-focused approaches, accompany leading-edge research into how and why people best work together when learning as they work. This book is intended for business leaders and educators seeking innovative approaches to cultural transformation, with learning at the center of their corporate strategy.

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Editorial Reviews

From the Publisher
"A must read for leaders who want sustained performance in today's environment where new challenges arise faster than our responses." Art Glenn, Former Vice President, General Electric

"A compelling read." Thomas P. Hill, Program Manager, Advanced Learning Technologies, Hewlett-Packard

"As organizations take learning to the next phase, to meet the learning challenge at the global level, they will benefit from the insights and lessons presented in this excellent book." Eilif Trondsen, Director, Learning on Demand, SRI Consulting Business Intelligence

"Creating a Learning Culture is a book I devoured in several days and will be referring to for several decades...a practical book about what it takes to prosper in today's complex, information-bloated, topsy-turvy world." Jay Cross, CEO, Emergent Learning Forum and Founder, Internet Time Group

"Continuous, accelerated organizational learning represents the key discriminator between winners and losers. I strongly recommend this book to those who want to be counted amongst the winners!" Richard Bozoian, Director of Learning and Organizational Development, BAE Systems

"You will want to have Creating a Learning Culture within your grasp at all times... You can spend a second flipping open to almost any page, or take a whole sabbatical to really absorb it all, and in either case your time will be amply rewarded with new insights, inspiration and ideas." Wayne Hodgins, Strategic Futurist, Director of Worldwide Learning Strategies, Director of Strategic Executive Services, Autodesk Inc.

" indispensable resource... I would highly recommend this book as a quick launch for any serious student of organizational learning and a wonderfully rich reflective work for those who have a passion to create a more rewarding and innovative workplace." Verna Allee, President of ValueNet Works, author The Future of Knowledge: Increasing Prosperity through Value Networks.

"...fascinating... touches on a broad array of topics central to the task of taking learning seriously. From technology to metrics, from trust to tools - it's all there, with frameworks, philosophies and plenty of real life stories." Jeanne Liedtka, former Chief Learning Officer, United Technologies Corporation

"This powerful and unique collection of essays excited me with its picture of a strong learning culture and its practical insights on how to create one." J. Randolph New, Professor of Management Systems, Robins School of Business, University of Richmond

"This collection of condensed matter metalearning moved my cheese in so many dimensions that I would suggest the traffic warning 'Read Slowly: Curve Ahead'. Each essay develops Learning Culture from a different perspective, including the corporate learning officer,the organizational psychologist, the human capital management consultant, the technical visionary and (pardon the word) the social networkologist. In the world's current change-acceleration mode, we are better learning learning." John Sall, co-founder and executive Vice President, SAS Institute".

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Product Details

  • ISBN-13: 9780521537179
  • Publisher: Cambridge University Press
  • Publication date: 4/30/2004
  • Edition description: New Edition
  • Pages: 376
  • Product dimensions: 5.98 (w) x 8.98 (h) x 0.83 (d)

Meet the Author

James G. Clawson is Professor at the Darden Graduate School of Business Administration, University of Virginia. He is the author of Self-Assessment and Career Development, An MBA's guide to Self-Assessment and Career Development, and Level Three Leadership: Getting Below the Surface.

Marcia Conner is managing director of Ageless Learner, a think-tank and advisory services practice and a fellow of the Batten Institute, Darden Graduate School of Business Administration, University of Virginia. She is the author of Learn More Now: 10 Simple Steps to Learning Better, Smarker, and Faster (2004).

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Table of Contents

Foreword Douglas K. Smith; Introduction John Seely Brown and Estee Solomon Gray; Part I. Perspectives on a Changing World: 1. Leading and learning with nobody in charge Harlan Cleveland; 2. Our world as a learning system: a communities-of-practice approach William M. Snyder and Etienne Wenger; 3. Developing talent in a highly regulated industry Karen Kocher; 4. The invisible dogma Mitch Ratcliffe; 5. Looking back on technology to look forward on collaboration and learning David Grebow; 6. Using measurement to foster culture and sustainable growth Laurie Bassi, Karen L. McGraw and Dan McMurrer; Part II. Adaptive Approaches to Organizational Design: 7. Innovative cultures and adaptive organizations Edgar H. Schein; 8. A relational view of learning: how who you know affects what you know Rob Cross, Lisa Abrams and Andrew Parker; 9. Improved performance: that's our diploma Wendy L. Coles; 10. The real and appropriate role of technology to create a learning culture Marc J. Rosenberg; 11. The agility factor Eileen Clegg and Clark N. Quinn; 12. Tools and methods to support learning networks Dori Digenti; Part III. Expanding Individual Responsibility: 13. Envisioning a learning culture: history, self-governing citizens, and no dancing elephants Brook Manville; 14. Individual competencies and partnerships: the primary cultural influencers Brenda Wilkins; 15. Learning culture in a global context Gunnar Br├╝ckner; 16. Learning in the company of maniacs Garry O. Ridge; 17. Trust, identity, reputation, and learning in organizations Cliff Figallo; Afterword Marcia L. Conner and James G. Clawson; Index.

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  • Anonymous

    Posted November 4, 2004

    A Good Read!

    This collection of essays would make the perfect gift for that friend who loves nothing more than to curl up with a human resources manual. The fruit of a colloquium held at the University of Virginia's Darden Graduate School of Business Administration in 2002, it brings together a wide range of contributors, spanning the spectrum from A to P ¿ from academics who write about learning to practitioners who implement learning programs in corporations. The quality of the essays is uneven. Some of them are so chock-full of jargon that they could only make sense to a knowledge management consultant. Others are clear enough to be practical, at least in the hands of an insider. While the theoretical and abstract dominate the discussion, a couple of real-life case studies by actual executives bring the book down to earth. We recommend this compendium to practitioners in its field. They will particularly love the stimulating reflections of an Australian-born CEO who unabashedly professes his admiration for the great white shark and expresses the fond wish that his employees would approach learning in the spirit of great whites in a feeding frenzy.

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