Leading Organizational Learning Harnessing the Power of Knowledge 1st Edition by Marshall Goldsmith, Howard Morgan, Alexander Ogg 0787972185 978-0787972189
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Product details:
ISBN 10: 0787972185
ISBN 13: 978-0787972189
Author: Marshall Goldsmith, Howard Morgan, Alexander J. Ogg
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
Table of contents:
Part One: Challenges and Dilemmas
Chapter One: Why Aren’t Those Specials Selling Today?
Chapter Two: Five Dilemmas of Knowledge Management
Chapter Three: Effectively Influencing Up
Chapter Four: Where “ Managing Knowledge” Goes Wrong and What to Do Instead
Chapter Five: Knowledge Management Involves Neither Knowledge nor Management
Part Two: Processes That Work
Chapter Six: The Real Work of Knowledge Management
Chapter Seven: Tangling with Learning Intangibles
Chapter Eight: When Transferring Trapped Corporate Knowledge to Suppliers Is a Winning Strategy
Chapter Nine: Informal Learning
Chapter Ten: The Company as a Marketplace for Ideas: Simple but Not Easy
Chapter Eleven: Knowledge Mapping
Chapter Twelve: Just-in-Time Guidance
Part Three: Leaders Who Make a Difference
Chapter Thirteen: What Leading Executives Know — and You Need to Learn
Chapter Fourteen: Rethinking Our Leadership Thinking
Chapter Fifteen: Learning at the Top
Chapter Sixteen: Unleash the Learning Epidemic
Chapter Seventeen: Leading
Chapter Eighteen: What’s the Big Idea?
Part Four: Changes for the Future
Chapter Nineteen: Learning Stored Forward
Chapter Twenty: Developing New Ideas for Your Clients — and Convincing Them to Act
Chapter Twenty-One: Making Knowledge Move
Chapter Twenty-Two: The Role of Change Management in Knowledge Management
Chapter Twenty-Three: Building Social Connections to Gain the Knowledge Advantage
Part Five: Case Studies and Examples
Chapter Twenty-Four: Some Key Examples of Knowledge Management
Chapter Twenty-Five: Leadership and Access to Ideas
Chapter Twenty-Six: Capturing Ideas, Creating Information, and Liberating Knowledge
Chapter Twenty-Seven: Learning at the Speed of Flight
Chapter Twenty-Eight: The Audacity of Imagination
Chapter Twenty-Nine: Developing a Learning Culture on Wall Street
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Tags: Marshall Goldsmith, Howard Morgan, Alexander Ogg, Organizational