Learning Practices: Assessment and Action for Organizational Improvement

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9780130173805: Learning Practices: Assessment and Action for Organizational Improvement

For courses in Organizational Development, Change Management, Organizational Learning, Organizational Assessment. Part of the Organizational Development Series. Unlike other texts on the subject-that tend to be too technical, too conceptual, or too dogmatic-this book offers a practical, hands-on, pluralistic approach to building learning capability that is consistent with OD principles and that carefully explores the links between learning, corporate strategy, and knowledge management. Through a systematic series of applied exercises, it shows students how learning in, of, and among organizations can be recognized, analyzed, and put into practice through a variety of learning actions and styles that improve organizational performance.

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This book offers a practical, hands-on, pluralistic approach to building organizational and team learning capability that is consistent with OD principles and that carefully explores the links between learning, corporate strategy, and knowledge management. Through a systematic series of applied exercises, it shows readers how learning in, of, and among organizations can be recognized, analyzed, and put into practice through a variety of learning actions and styles that improve organizational performance. It introduces the diagnostic Organizational Learning Inventory and provides guidance on how to use/benefit from it in assessing ANY organizational unit--e.g., department, workgroup, task force, or a company subsidiary. The Competitive Edge: Learning for Strategic Advantage. Assessing Learning in Your Team or Company: Learning Orientations. Assessing the Conditions for Learning: Facilitating Factors. Recognizing Your Best Possible Learning Profile. Ways to Enhance or Shift Learning Orientations. Promoting the Conditions for Learning. Learning across Team and Corporate Boundaries. Making Learning Investments: Learning Portfolios and Architectures. Critical Challenges in Learning Practices. The Learning Horizon. Chief Learning Officers, Chief Knowledge Officers, Directors of Organizational Development, Effectiveness, Training.

About the Author:

ANTHONY J. DIBELLA is President of Organization Transitions, Inc., a consulting firm engaged in applied research and training on learning and change issues in organizations, and Adjunct Professor of Management at Worcester Polytechnic Institute. He holds a Ph.D. in Organization Studies from the MIT Sloan School of Management where he was a visiting scholar at the Center for Organizational Learning. As an educator and thought leader in organizational effectiveness, culture, and change management, Dr. DiBella has consulted with a diverse set of companies and has also taught at Boston College, the University of Massachusetts, and the University of Rhode Island. His book, How Organizations Learn: An Integrated Strategy for Building Learning Capability, was co-authored with Edwin Nevis in 1998. Tony is a founding member of the Society of Organizational Learning and a fellow of the Society for Applied Anthropology.

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