Creating a Learning Culture: Strategy, Technology, and Practice

Creating a Learning Culture: Strategy, Technology, and Practice

Hardcover

$44.48 $49.99 Save 11% Current price is $44.48, Original price is $49.99. You Save 11%.

Temporarily Out of Stock Online

Eligible for FREE SHIPPING

Overview

Creating a Learning Culture: Strategy, Technology, and Practice by Marcia L. Conner

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.

Product Details

ISBN-13: 9780521830171
Publisher: Cambridge University Press
Publication date: 07/26/2004
Pages: 351
Product dimensions: 5.98(w) x 8.98(h) x 1.10(d)

About 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� 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).

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 Brückner; 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.

Customer Reviews

Most Helpful Customer Reviews

See All Customer Reviews

Creating a Learning Culture: Strategy, Technology, and Practice 4 out of 5 based on 0 ratings. 1 reviews.
Guest More than 1 year ago
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.