Leading Organizational Learning: Harnessing the Power of Knowledge / Edition 1

Leading Organizational Learning: Harnessing the Power of Knowledge / Edition 1

by Frances Hesselbein Leadership Institute
     
 

ISBN-10: 0787972185

ISBN-13: 9780787972189

Pub. Date: 03/08/2004

Publisher: Wiley

Organizational learning–capturing and sharing the knowledge and experience of an organization’s individuals–is vital for creating viable, relevant, and effective organizations that will thrive into the future.

Leading Organizational Learning brings together today’s top thinkers in organizational learning–including Jon Katzenbach,

Overview

Organizational learning–capturing and sharing the knowledge and experience of an organization’s individuals–is vital for creating viable, relevant, and effective organizations that will thrive into the future.

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 decision making
  • 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

Editors Marshall Goldsmith, Howard Morgan, and Alexander J. Ogg are themselves experts in organizational learning, and they bring together great thinkers to share their visionary ideas on the subject of leadership and learning.

Product Details

ISBN-13:
9780787972189
Publisher:
Wiley
Publication date:
03/08/2004
Series:
J-B US non-Franchise Leadership Series, #92
Edition description:
New Edition
Pages:
384
Sales rank:
1,178,070
Product dimensions:
6.28(w) x 9.33(h) x 1.26(d)

Table of Contents

Figures and Exhibits.

Foreword (Niall FitzGerald).

Foreword (Frances Hesselbein).

Preface.

Acknowledgments.

Part One: Challenges and Dilemmas.

1. Why Aren’t Those Specials Selling Today? (Elliott Masie).

2. Five Dilemmas of Knowledge Management (Fons Trompenaars and Charles Hampden-Turner).

3. Effectively Influencing Up: Ensuring That Your Knowledge Makes a Difference (Marshall Goldsmith).

4. Where “Managing Knowledge” Goes Wrong and What to Do Instead (Niko Canner and Jon R. Katzenbach).

5. Knowledge Management Involves Neither Knowledge nor Management (Marc S. Effron).

Part Two: Processes That Work.

6. The Real Work of Knowledge Management (Margaret J. Wheatley).

7. Tangling with Learning Intangibles (Dave Ulrich and Norm Smallwood).

8. When Transferring Trapped Corporate Knowledge to Suppliers Is a Winning Strategy (Larraine Segil).

9. Informal Learning: Developing a Value for Discovery (Marcia L. Conner).

10. The Company as a Marketplace for Ideas: Simple but Not Easy (Alexander J. Ogg and Thomas Cummings).

11. Knowledge Mapping: An Application Model for Organizations (Spencer Clark and Richard Mirabile).

12. Just-in-Time Guidance (Calhoun W. Wick and Roy V. H. Pollock).

Part Three: Leaders Who Make a Difference.

13. What Leading Executives Know—and You Need to Learn (Howard J. Morgan).

14. Rethinking Our Leadership Thinking: Choosing a More Authentic Path (Gary Heil and Linda Alepin).

15. Learning at the Top: How CEOs Set the Tone for the Knowledge Organization (James F. Bolt and Charles Brassard).

16. Unleash the Learning Epidemic (James Belasco).

17. Leading: A Performing Learning Art (Alexander B. Horniman).

18. What’s the Big Idea? The “Little Things” That Build Great Leadership in Organizations (Lauren A. Cantlon and Robert P. Gandossy).

Part Four: Changes for the Future.

19. Learning Stored Forward: A Priceless Legacy (Betsy Jacobson and Beverly Kaye).

20. Developing New Ideas for Your Clients—and Convincing Them to Act (Andrew Sobel).

21. Making Knowledge Move (Jon L. Powell).

22. The Role of Change Management in Knowledge Management (Marc J. Rosenberg).

23. Building Social Connections to Gain the Knowledge Advantage (Susan E. Jackson and Niclas L. Erhardt).

Part Five: Case Studies and Examples.

24. Some Key Examples of Knowledge Management (W. Warner Burke).

25. Leadership and Access to Ideas (Allan R. Cohen).

26. Capturing Ideas, Creating Information, and Liberating Knowledge (Peter Drummond-Hay and Barbara G. Saidel).

27. Learning at the Speed of Flight (Fred Harburg).

28. The Audacity of Imagination: How Lilly Is Creating “Research Without Walls” (Sharon Sullivan, Bryan Dunnivant, and Laurie Sachtleben).

29. Developing a Learning Culture on Wall Street: One Firm’s Experience (Steffen Landauer and Steve Kerr).

Notes.

Index.

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