Improve the quality of organizational learning in your school and address how current demands for rapid change and accountability contribute to levels of fear and stress. The author draws on educational, psychological, and neuroscientific research to show how leaders can change the prevailing emotional climate or tone of a school to promote deeper learning at all levels.
The concept of the 'learning organization' is one of the most popular management ideas of the last few decades. Since it was conceived as an idea in its own right, it has been given various definitions and meanings, such that we are still faced with the question as to whether any unified understanding of what the learning organization really is can be established. This Handbook offers extensive reviews of both new and traditional perspectives on the concept and provides suggestions for how the learning organization can best be defined, practiced, studied, and developed in future research. With contributions from long-standing scholars in the field as well as those new to the area, this book aims to bridge the gap between traditional and more critical perspectives, and in doing so find alternative features and angles to take the idea forward. In addition to elaborating on and developing older definitions of the learning organization and suggesting updated and even new definitions, the chapters also provide focused explorations on pertinent aspects of the learning organization such as ambidexterity, gender inclusivity, and systems thinking. They also survey organizations that have made efforts towards becoming learning organizations, how the learning organization can best be measured and studied, and the universality of the idea itself. Some of the questions raised in this book are answered, or at least given tentative answers, while other questions are left open. In this way, the book has the ambition to take the learning organization an important step further, whilst having no intentions to take any final step; instead, the intention is that others will endeavour to continue where this book stops.
A Guide to Putting the Learning Organization to Work
Author: David A. Garvin
Publisher: Harvard Business Press
Category: Business & Economics
This work presents a picture of organizational learning. It offers advice to managers who wish to improve their organization's performance by increasing the breadth, depth, and speed of learning. It draws on evidence from fields such as cognitive science, sociology, and psychology.
How to Transform Schools into Learning Organizations
Author: Phillip C. Schlechty
Publisher: John Wiley & Sons
Leading for Learning Written by acclaimed school reform advocate Phillip C. Schlechty, Leading for Learning offers educators the framework, tools, and processes they need to transform their schools from bureaucracies into dynamic learning organizations. Schlechty explains how to move beyond some of the deeply ingrained and negative conceptions of schooling that guide so much of their practice. He shows educators how they can take advantage of new learning technologies by increasing their organization's capacity to support continuous innovation. "Clearly not for the fainthearted, Schlechty's engrossing appraisal of American education calls for a bold, truly fundamental transformation of how we run our public schools. Some books are thought-provoking; this one is action-provoking." —W. JAMES POPHAM, professor emeritus, UCLA "Dr. Schlechty has once again written an insightful book that educational leaders can use as a road map in transforming our schools into learning organizations designed to serve twenty-first century students." —DR. RANDY BRIDGES, superintendent, Alamance-Burlington School System, NC "Because education is ultimately a community responsibility, Schlechty's proposal to shift school systems from bureaucracies to learning organizations can open doors to citizens who are frustrated by the bureaucracy in their efforts to reclaim their role in education. This book is as much for them as it is for professional educators." —DAVID MATHEWS, president, Kettering Foundation "Anyone in a school leadership position—from the board room to the classroom—should read this engaging and thought-provoking book. It's a must-read for all immersed in or contemplating the transformation of public education." —CLAUDIA MANSFIELD SUTTON, chief communications and marketing officer, American Association of School Administrators
Achieving Strategic Advantage through a Commitment to Learning
Author: Michael J. Marquardt
Publisher: Hachette UK
Category: Business & Economics
This essential best-practices toolkit with lessons from world-class leaders-FedEx, Nokia, Alcoa, Whirlpool, Microsoft, and others-tells how to successfully transform an organization into one that not only continually learns from its experiences but quickly translates that knowledge into improved performance. Rich with hands-on tools and dozens of new examples and case studies, this highly anticipated updated edition of the award-winning Building the Learning Organization puts the power of the author's Systems Learning Organization model into the hands of any manager who wants to participate in building, maintaining, and sustaining the next generation of learning organizations.
Leading Organizational Learning brings togethertoday’s top thinkers in organizationallearning—including Jon Katzenbach, Margaret J. Wheatley, DaveUlrich, Calhoun W. Wick, Beverly Kaye, and other thought andindustry leaders. This handbook helps business, government, andnonprofit leaders understand how to master learning and knowledgesharing within their organizations. This one-of-a-kind volumeis filled with chapters that directly address the most currentideas, concepts, and practices on the topic of organizationallearning. Acclaimed authors, world-renowned thought, global, andindustry leaders, managing directors, and presidents of leadingorganizations have contributed their original essays to thisprovocative collection. Leading Organizational Learning Offers ten guidelines to help key employees and knowledgeworkers do a better job of influencing upper management Demonstrates the best way to move ideas through anorganization Outlines the principles that facilitate knowledgemanagement Explains how people learn on the job Discusses how larger organizations can leverage their“bigness” Proposes a method of knowledge mapping to effectively organizeand use knowledge in decisionmaking Outlines the knowledge and attributes integral to the successof today’s executives Discusses passing knowledge from person to person Explains how consultants can help organizations developideas Debunks the myths and explores the realities of knowledgemanagement
Using Science to Build a Leading-Edge Learning Organization
Author: Edward D. Hess
Publisher: Columbia University Press
Category: Business & Economics
To compete with today's increasing globalization and rapidly evolving technologies, individuals and organizations must take their ability to learn—the foundation for continuous improvement, operational excellence, and innovation—to a much higher level. In Learn or Die, Edward D. Hess combines recent advances in neuroscience, psychology, behavioral economics, and education with key research on high-performance businesses to create an actionable blueprint for becoming a leading-edge learning organization. Learn or Die examines the process of learning from an individual and an organizational standpoint. From an individual perspective, the book discusses the cognitive, emotional, motivational, attitudinal, and behavioral factors that promote better learning. Organizationally, Learn or Die focuses on the kinds of structures, culture, leadership, employee learning behaviors, and human resource policies that are necessary to create an environment that enables critical and innovative thinking, learning conversations, and collaboration. The volume also provides strategies to mitigate the reality that humans can be reflexive, lazy thinkers who seek confirmation of what they believe to be true and affirmation of their self-image. Exemplar learning organizations discussed include the secretive Bridgewater Associates, LP; Intuit, Inc.; United Parcel Service (UPS); W. L. Gore & Associates; and IDEO.
Publisher: American Society for Training and Development
Category: Business & Economics
Where do you begin to move your organization toward status as a true learning organization? This Infoline represents a good starting point by providing 16 concrete steps you can take toward this goal. Included in the issue are three case studies to speed your learning including learning programs at Rover, McKinsey & Co., and Federal. An extensive sidebar details the five key components of a learning organization: learning, organization, people, knowledge, and technology.
The success of highly theoretical and anecdotal books on learning organizations has fueled the need for a practical and easy-to-apply guide to the topic. In the best-selling style of the 500 Tips series, this books offers up-to-the minute advice for managers wanting to develop their organization into one that is focused on individual learning as a route to organizational success. With expert tips for all types of organization this inspirational guide provides a no-nonsense summary of how to create a learning organization.
The authors give guidance and advice on how to facilitate the complex change interventions that are required to build learning into the system so that it makes a difference. They highlight the need for business leaders and development professionals to work together.
Bringing together key theories and leading research, this volume includes a range of up-to-date research on all aspects of the learning organization. The authors present classic articles offering an account of the ideas and theories of key thinkers, rather than simplistic and subjective sound bites of key ideas.
The Cultural Leadership Handbook will help anyone with a professional or academic interest in the culture sector understand the distinct strategic questions that apply to it and how the specific circumstances of the cultural sector affect organizational leadership.
Teaching, Leading, and Learning encourages pre-service and in-service teachers to question the "why, what, when, and how" of instructional strategies. The text combines theory and current research with practice in order to help teachers understand the performances, dispositions, and knowledge base required for success. Teachers are encouraged to consider the "big-picture variables": professional development, teachers as leaders, the intangibles of teaching, parents and families, and working creatively within the system. With an emphasis on meeting current standards, each chapter includes marginal icons that reference INTASC (Interstate New Teacher Assessment and Support Consortium) standards, as well as recent developments related to the No Child Left Behind Act. Coverage of hot topics in the field includes how teachers should respond to terrorism and bullying, the use of portfolios to meet requirements for beginning teachers, and assessment and accountability. Unique coverage of strategies for teachers who work with young children underscores the significance of neuroscience and brain-based learning for children from birth to age eight.
Structured in 3 parts, Part 1 discusses the globalization of businesses and its impact on their strategy, structure, operating processes, and culture. Part 2 take an in-depth look at APC, a European based Pharma company committed to building a global team based organization, and how they reinvented the Pharma business model. Part III shows how global companies are reinventing Human Resources and examines the role of the HR function in today's global organizations. Some business commentators and business leaders have expressed little confidence in HR living up to everyone's expectations. The author presents several examples of companies that are earning the respect of the CEO's team and earning their seat as business partners at the strategy table. â€¢ Shows business leaders how to improve strategy execution by increasing capability & effectiveness in strategy formulation, communication, goal alignment and innovation â€¢ Examines the role of HR as a business partner and the interaction with the board â€¢ Practical case studies incorporating performance management, talent management and leadership development
Through real-life single and multiple case studies, Learning to Lead Together addresses how principals and their staffs struggle with the challenge of shared leadership, how they encourage teacher growth and development, and how shared leadership can lead to higher levels of student learning. The cases show how shared leadership, a powerful adaptive change, is socially constructed across contexts and evolves as teachers and principals learn how to work together. The book also illustrates how principal preparation and professional development programs that utilize problem-based learning and provide opportunities for genuine collaboration with colleagues can provide school leaders with the skills they need to share leadership and accountability effectively.
As a result of the research taking place in cognitive science, neuroscience, the human genome project, physics and pharmacology, we are in the midst of a knowledge explosion. Never before have we had the potential for increasing our success with a wider range of students; knowing how students learn will inevitably lead us to more effective ways of teaching. In this groundbreaking work, Cram and Germinario present brain-based research in the language of laymen. More importantly, they show how administrators and teachers can use those findings to improve schools. This volume examines the mental models upon which schools operate, and how they blend (or compete) with the emerging frameworks for brain-compatible teaching and learning.
In this book, Robin Brooke-Smith explores the dynamics of schools as complex organisations. He presents a radical departure from established school improvement and effectiveness orthodoxies, offering a refreshing new approach to managing change and enhancing collective learning. Based on the author's own experience of managing and leading schools, this book explores such questions as: * How can schools learn as a generative process? * How can schools become adaptive and co-evolve with their internal and external environments? * How can education leaders 'navigate' their institutions out of the comfort zone and into the creative state? The book concludes with a series of practical lessons for leading schools in complex conditions and will be of great value to reflective, action-orientated heads, principals and deputies, as well as academics and researchers in education management.