Creating a Learning Culture
Strategy, Technology, and Practice
Published on 17. June 2004
Book
Paperback/Softback
376 pages
978-0-521-53717-9 (ISBN)
Description
Creating a Learning Culture features insightful essays from industry observers and revealing case studies of prominent corporations. Each chapter revolves around creating an environment where learning takes place each day, all day - fundamentally changing the way we think about how, what, and when we learn, and how we can apply learning to practice. For the first time contemporary work on this subject appears in one volume. Three sections address key aspects of learning culture: the modern business context and the importance of learning at every juncture; the organic and adaptive approaches organizational leaders can take to design enduring success; and the expanding role of individuals within organizations and the implications for business leaders, educators, technologists, and learners. Identifying the steps companies must take to remain competitive for years to come, this book explains how learning strategies applied to all aspects of every job can provide swift returns and lasting results.
Reviews / Votes
'... an exemplary, clear guide for all leaders who seek to create organizations where people thrive.' Ken Blanchard, Chief Spiritual Officer, The Ken Blanchard Companies '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 '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.' John Sall, Co-founder and Executive Vice President, SAS Institute '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 '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 '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 '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 '... an 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 and author of 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, Robins School of Business, University of Richmond 'Quite simply the best book I have read on all that matters for getting better at getting better ... Should be mandatory reading for educators and organization leaders everywhere.' Kantha Shelke, Corvus Blue LLCMore details
Language
English
Place of publication
Cambridge
United Kingdom
Target group
Professional and scholarly
Product notice
Paperback (trade)
Illustrations
4 Tables, unspecified; 3 Line drawings, unspecified
Dimensions
Height: 229 mm
Width: 152 mm
Thickness: 22 mm
Weight
609 gr
ISBN-13
978-0-521-53717-9 (9780521537179)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Book
06/2004
Cambridge University Press
€96.72
Article exhausted; check for reprint
Previous edition
Book
06/2004
Cambridge University Press
€96.72
Article exhausted; check for reprint
Persons
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).
Content
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 Brueckner; 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.