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Learning and performance matter [[electronic resource] /] / editors, Prem Kumar, Phil Ramsey
| Learning and performance matter [[electronic resource] /] / editors, Prem Kumar, Phil Ramsey |
| Pubbl/distr/stampa | Hackensack, NJ, : World Scientific, c2008 |
| Descrizione fisica | 1 online resource (264 p.) |
| Disciplina | 658.3/124 |
| Altri autori (Persone) |
KumarPrem
RamseyPhil |
| Soggetto topico |
Organizational learning
Employees - Training of Performance |
| Soggetto genere / forma | Electronic books. |
| ISBN | 981-277-193-X |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
FOREWORD Dave Ulrich; CONTENTS; INTRODUCTION; 1. Learning and Performance: Rethinking the Dance Phil Ramsey; INTRODUCTION; DILEMMAS - THE FOUNDATION OF THE DANCE; DANCE STEPS OF CULTURES; DANCING TOWARD PERFORMANCE; ASSUMPTIONS; COMMITTING TO A BETTER DANCE; LEARNING'S PLACE IN ORGANISATIONS; 2. A Short History of Learning John Seely Brown and Estee Solomon Gray; IT TAKES 20 YEARS...; A DECADE DISTILLED; CREATING LEARNING CULTURES: WHAT'S NEXT?; CONCLUSION: A TWENTY-FIRST CENTURY INTUITION; 3. When Learning and Performance are at Odds: Confronting the Tension Sara J. Singer and Amy C. Edmondson
INTRODUCTIONLEARNING AND PERFORMANCE IN TEAMS AND ORGANIZATIONS; LEARNING LEADS TO PERFORMANCE IMPROVEMENT; PERFORMANCE CAN APPEAR TO SUFFER FOLLOWING A COLLECTIVE LEARNING INITIATIVE; The visibility problem; The worse-before-better problem; LEARNING FROM FAILURE IS DIFFICULT; Psychological and organizational barriers; Learning from small and large failures; THE LEARNING MINDSET ACROSS DIFFERENT LEVELS OF ANALYSIS; Advocacy and inquiry orientations; Confirmatory and exploratory responses; Learning-oriented and coping-oriented approaches; Organizational exploitation and exploration Organizing to learn and organizing to executeLEARNING COMES AT A COST TO CURRENT PERFORMANCE; LEADING ORGANIZATIONAL LEARNING; Diagnose the situation and respond accordingly; Embrace failure; Maintain flexibility and shift as needed; IMPLICATIONS FOR PERFORMANCE MEASUREMENT; CONCLUSIONS; REFERENCES; 4. The Work of Knowledge Management Made Real Margaret Wheatley and Myron Rogers; KNOWLEDGE MANAGEMENT IS A SURVIVAL SKILL; BELIEFS THAT PREVENT KNOWLEDGE MANAGEMENT; SOME PRINCIPLES THAT FACILITATE KNOWLEDGE MANAGEMENT; THE ORGANISATIONAL CHALLENGE 5. What Can Leaders Do? Marilyn J. Darling and David C. FlaniganTHE STRUCTURE OF LEARNING IN A DYNAMIC ENVIRONMENT; EMERGENT LEARNING; AFTER ACTION REVIEWS; EL Maps; WHAT CAN LEADERS DO?; 1. Build alignment around a vision and hold everyone - including yourself - accountable for getting there.; 2. Be a role model for learning: be humble and curious, and take action on learning.; 3. Insist on learning through action: treat plans as hypotheses to be tested, and link lessons from the past to plans for the future.; WHAT CAN HUMAN RESOURCES AND ORGANIZATIONAL LEARNING TEAMS DO? 1. Act as a team coach, not as an expert.2. Collaborate with leaders to identify and build training around core skills and common conditions.; 3. Coach leaders on how to create a learning climate.; WHAT'S POSSIBLE?; REFERENCES; 6. Doggie Treats and the Core Group Art Kleiner; THE NUMBERS; A SENSE OF VERNACULAR; THE PROBLEM OF BIGNESS; THE CHALLENGE; 7. Essence of Strategy: Controversial Choices Aneel Karnani; CONTROVERSIAL CHOICES; A VISION IS NOT A STRATEGY; CAUSES OF CONTROVERSY; THE PLANNING PROCESS; CONFRONTING DIFFERENCES; GENERATE CONFLICT; CONFLICT MANAGEMENT; UNDERSTANDING TRADE-OFFS CONFLICT RESOLUTION |
| Record Nr. | UNINA-9910455098103321 |
| Hackensack, NJ, : World Scientific, c2008 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Learning and performance matter [[electronic resource] /] / editors, Prem Kumar, Phil Ramsey
| Learning and performance matter [[electronic resource] /] / editors, Prem Kumar, Phil Ramsey |
| Pubbl/distr/stampa | Hackensack, NJ, : World Scientific, c2008 |
| Descrizione fisica | 1 online resource (264 p.) |
| Disciplina | 658.3/124 |
| Altri autori (Persone) |
KumarPrem
RamseyPhil |
| Soggetto topico |
Organizational learning
Employees - Training of Performance |
| ISBN | 981-277-193-X |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
FOREWORD Dave Ulrich; CONTENTS; INTRODUCTION; 1. Learning and Performance: Rethinking the Dance Phil Ramsey; INTRODUCTION; DILEMMAS - THE FOUNDATION OF THE DANCE; DANCE STEPS OF CULTURES; DANCING TOWARD PERFORMANCE; ASSUMPTIONS; COMMITTING TO A BETTER DANCE; LEARNING'S PLACE IN ORGANISATIONS; 2. A Short History of Learning John Seely Brown and Estee Solomon Gray; IT TAKES 20 YEARS...; A DECADE DISTILLED; CREATING LEARNING CULTURES: WHAT'S NEXT?; CONCLUSION: A TWENTY-FIRST CENTURY INTUITION; 3. When Learning and Performance are at Odds: Confronting the Tension Sara J. Singer and Amy C. Edmondson
INTRODUCTIONLEARNING AND PERFORMANCE IN TEAMS AND ORGANIZATIONS; LEARNING LEADS TO PERFORMANCE IMPROVEMENT; PERFORMANCE CAN APPEAR TO SUFFER FOLLOWING A COLLECTIVE LEARNING INITIATIVE; The visibility problem; The worse-before-better problem; LEARNING FROM FAILURE IS DIFFICULT; Psychological and organizational barriers; Learning from small and large failures; THE LEARNING MINDSET ACROSS DIFFERENT LEVELS OF ANALYSIS; Advocacy and inquiry orientations; Confirmatory and exploratory responses; Learning-oriented and coping-oriented approaches; Organizational exploitation and exploration Organizing to learn and organizing to executeLEARNING COMES AT A COST TO CURRENT PERFORMANCE; LEADING ORGANIZATIONAL LEARNING; Diagnose the situation and respond accordingly; Embrace failure; Maintain flexibility and shift as needed; IMPLICATIONS FOR PERFORMANCE MEASUREMENT; CONCLUSIONS; REFERENCES; 4. The Work of Knowledge Management Made Real Margaret Wheatley and Myron Rogers; KNOWLEDGE MANAGEMENT IS A SURVIVAL SKILL; BELIEFS THAT PREVENT KNOWLEDGE MANAGEMENT; SOME PRINCIPLES THAT FACILITATE KNOWLEDGE MANAGEMENT; THE ORGANISATIONAL CHALLENGE 5. What Can Leaders Do? Marilyn J. Darling and David C. FlaniganTHE STRUCTURE OF LEARNING IN A DYNAMIC ENVIRONMENT; EMERGENT LEARNING; AFTER ACTION REVIEWS; EL Maps; WHAT CAN LEADERS DO?; 1. Build alignment around a vision and hold everyone - including yourself - accountable for getting there.; 2. Be a role model for learning: be humble and curious, and take action on learning.; 3. Insist on learning through action: treat plans as hypotheses to be tested, and link lessons from the past to plans for the future.; WHAT CAN HUMAN RESOURCES AND ORGANIZATIONAL LEARNING TEAMS DO? 1. Act as a team coach, not as an expert.2. Collaborate with leaders to identify and build training around core skills and common conditions.; 3. Coach leaders on how to create a learning climate.; WHAT'S POSSIBLE?; REFERENCES; 6. Doggie Treats and the Core Group Art Kleiner; THE NUMBERS; A SENSE OF VERNACULAR; THE PROBLEM OF BIGNESS; THE CHALLENGE; 7. Essence of Strategy: Controversial Choices Aneel Karnani; CONTROVERSIAL CHOICES; A VISION IS NOT A STRATEGY; CAUSES OF CONTROVERSY; THE PLANNING PROCESS; CONFRONTING DIFFERENCES; GENERATE CONFLICT; CONFLICT MANAGEMENT; UNDERSTANDING TRADE-OFFS CONFLICT RESOLUTION |
| Record Nr. | UNINA-9910778077903321 |
| Hackensack, NJ, : World Scientific, c2008 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Learning and performance matter / / editors, Prem Kumar, Phil Ramsey
| Learning and performance matter / / editors, Prem Kumar, Phil Ramsey |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Hackensack, NJ, : World Scientific, c2008 |
| Descrizione fisica | 1 online resource (264 p.) |
| Disciplina | 658.3/124 |
| Altri autori (Persone) |
KumarPrem
RamseyPhil |
| Soggetto topico |
Organizational learning
Employees - Training of Performance |
| ISBN | 981-277-193-X |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
FOREWORD Dave Ulrich; CONTENTS; INTRODUCTION; 1. Learning and Performance: Rethinking the Dance Phil Ramsey; INTRODUCTION; DILEMMAS - THE FOUNDATION OF THE DANCE; DANCE STEPS OF CULTURES; DANCING TOWARD PERFORMANCE; ASSUMPTIONS; COMMITTING TO A BETTER DANCE; LEARNING'S PLACE IN ORGANISATIONS; 2. A Short History of Learning John Seely Brown and Estee Solomon Gray; IT TAKES 20 YEARS...; A DECADE DISTILLED; CREATING LEARNING CULTURES: WHAT'S NEXT?; CONCLUSION: A TWENTY-FIRST CENTURY INTUITION; 3. When Learning and Performance are at Odds: Confronting the Tension Sara J. Singer and Amy C. Edmondson
INTRODUCTIONLEARNING AND PERFORMANCE IN TEAMS AND ORGANIZATIONS; LEARNING LEADS TO PERFORMANCE IMPROVEMENT; PERFORMANCE CAN APPEAR TO SUFFER FOLLOWING A COLLECTIVE LEARNING INITIATIVE; The visibility problem; The worse-before-better problem; LEARNING FROM FAILURE IS DIFFICULT; Psychological and organizational barriers; Learning from small and large failures; THE LEARNING MINDSET ACROSS DIFFERENT LEVELS OF ANALYSIS; Advocacy and inquiry orientations; Confirmatory and exploratory responses; Learning-oriented and coping-oriented approaches; Organizational exploitation and exploration Organizing to learn and organizing to executeLEARNING COMES AT A COST TO CURRENT PERFORMANCE; LEADING ORGANIZATIONAL LEARNING; Diagnose the situation and respond accordingly; Embrace failure; Maintain flexibility and shift as needed; IMPLICATIONS FOR PERFORMANCE MEASUREMENT; CONCLUSIONS; REFERENCES; 4. The Work of Knowledge Management Made Real Margaret Wheatley and Myron Rogers; KNOWLEDGE MANAGEMENT IS A SURVIVAL SKILL; BELIEFS THAT PREVENT KNOWLEDGE MANAGEMENT; SOME PRINCIPLES THAT FACILITATE KNOWLEDGE MANAGEMENT; THE ORGANISATIONAL CHALLENGE 5. What Can Leaders Do? Marilyn J. Darling and David C. FlaniganTHE STRUCTURE OF LEARNING IN A DYNAMIC ENVIRONMENT; EMERGENT LEARNING; AFTER ACTION REVIEWS; EL Maps; WHAT CAN LEADERS DO?; 1. Build alignment around a vision and hold everyone - including yourself - accountable for getting there.; 2. Be a role model for learning: be humble and curious, and take action on learning.; 3. Insist on learning through action: treat plans as hypotheses to be tested, and link lessons from the past to plans for the future.; WHAT CAN HUMAN RESOURCES AND ORGANIZATIONAL LEARNING TEAMS DO? 1. Act as a team coach, not as an expert.2. Collaborate with leaders to identify and build training around core skills and common conditions.; 3. Coach leaders on how to create a learning climate.; WHAT'S POSSIBLE?; REFERENCES; 6. Doggie Treats and the Core Group Art Kleiner; THE NUMBERS; A SENSE OF VERNACULAR; THE PROBLEM OF BIGNESS; THE CHALLENGE; 7. Essence of Strategy: Controversial Choices Aneel Karnani; CONTROVERSIAL CHOICES; A VISION IS NOT A STRATEGY; CAUSES OF CONTROVERSY; THE PLANNING PROCESS; CONFRONTING DIFFERENCES; GENERATE CONFLICT; CONFLICT MANAGEMENT; UNDERSTANDING TRADE-OFFS CONFLICT RESOLUTION |
| Record Nr. | UNINA-9910822681103321 |
| Hackensack, NJ, : World Scientific, c2008 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||