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
Tabla de materias
Figures and Exhibits.
Foreword (Niall Fitz Gerald).
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.
Sobre el autor
Marshall Goldsmith has been named by the American Management
Association as one of the top 50 thought leaders in business over
the past 80 years. This is his 18th book. He is widely recognized
as a world authority in helping successful leaders achieve positive
change in behavior for themselves, their people, and their
teams.
Howard Morgan is an executive coach who has led major
organizational change initiatives in partnership with top leaders
and executives at numerous international organizations.
Alexander J. Ogg is senior vice president of the Foods Division at
Unilever. He is responsible for leadership, learning, and
performance within the organization.
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