The Organizational Learning Cycle: How We Can Learn CollectivelyRoutledge, 2017 M07 5 - 264 pages The Organizational Learning Cycle was the first book to provide the theory that underpins organizational learning. Its sophisticated approach enabled readers to not only understand how, but more importantly why, organizations are able to learn. This new edition takes the original concepts and theories and shows how they might, and are, being put into action. With five new or completely revised chapters, Nancy Dixon describes the kind of infrastructure organizations need to put in place; there are examples of knowledge databases, whole systems in the room processes and after-action reviews originating from organizations that are making real progress with these ideas. A clearer relationship between organizational learning and more participative forms of organizational governance is drawn, along with responsibilities that employees need to take on to enable, and partake in, collective learning. With new case material from BP, the US Army, Ernst and Young, and the Bank of Montreal, for example, this book shows how you can make use of the collective reasoning, intelligence and knowledge of the organization and channel it into its ongoing and future development. |
From inside the book
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Page 1896
How We Can Learn Collectively Nancy M. Dixon. NANCY M DIXON The Organizational Learning Cycle How we can learn collectively A Gower Book SECOND EDITION THE ORGANIZATIONAL LEARNING CYCLE Second Edition The Organizational Learning Cycle.
How We Can Learn Collectively Nancy M. Dixon. NANCY M DIXON The Organizational Learning Cycle How we can learn collectively A Gower Book SECOND EDITION THE ORGANIZATIONAL LEARNING CYCLE Second Edition The Organizational Learning Cycle.
Page 1897
How We Can Learn Collectively Nancy M. Dixon. THE ORGANIZATIONAL LEARNING CYCLE Second Edition The Organizational Learning Cycle How We Can Learn Collectively Second.
How We Can Learn Collectively Nancy M. Dixon. THE ORGANIZATIONAL LEARNING CYCLE Second Edition The Organizational Learning Cycle How We Can Learn Collectively Second.
Page 1898
How We Can Learn Collectively Nancy M. Dixon. The Organizational Learning Cycle How We Can Learn Collectively Second Edition Nancy M. Dixon Routledge Taylor & Francis Group LONDON AND NEW YORK.
How We Can Learn Collectively Nancy M. Dixon. The Organizational Learning Cycle How We Can Learn Collectively Second Edition Nancy M. Dixon Routledge Taylor & Francis Group LONDON AND NEW YORK.
Page 1900
... Company. Published 1999 by Gower Publishing Limited ... learning cycle: how we can learn collectively. – 2nd ed. 1. Communication in organizations 2. Organizational behaviour 3. Organizational effectiveness I. Title 158.7 Library of Congress.
... Company. Published 1999 by Gower Publishing Limited ... learning cycle: how we can learn collectively. – 2nd ed. 1. Communication in organizations 2. Organizational behaviour 3. Organizational effectiveness I. Title 158.7 Library of Congress.
Page 1901
How We Can Learn Collectively Nancy M. Dixon. behaviour 3. Organizational effectiveness I. Title 158.7 Library of Congress Cataloging - in - Publication Data Dixon , Nancy M. , 1937- The organizational learning cycle : how we can learn ...
How We Can Learn Collectively Nancy M. Dixon. behaviour 3. Organizational effectiveness I. Title 158.7 Library of Congress Cataloging - in - Publication Data Dixon , Nancy M. , 1937- The organizational learning cycle : how we can learn ...
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The Organizational Learning Cycle: How We Can Learn Collectively Nancy M. Dixon Limited preview - 2017 |
The Organizational Learning Cycle: How We Can Learn Collectively Nancy M. Dixon Limited preview - 1999 |
Common terms and phrases
able Action Learning activity answers Appreciative Inquiry Argyris assumptions behaviour causal relationship cent challenge Chaparral Steel Chapter cognitive map collective interpretation collective learning collective meaning structures constructed create critical cross-functional teams culture customers database decision designed employees environment example existing meaning structures experience facilitate Figure function goal hallways human ideas identified implement improve individual learning inferences infrastructure to support integrated interaction involved issues Johnsonville Foods knowledge long-term memory management development programmes measures meetings occur Open Space Technology organization organization’s organizational context organizational dialogue organizational learning cycle organizational members outcomes participants performance perspective problems processing space quadrant Revans role sense shared Sharon’s smallpox Stayer step strategy suggested support system-level dialogue Syntegrity tacit meaning structures talk task Team Syntegrity term theory understanding units vaccination World Health Organization