This essential best-practices toolkit with lessons from world-class leaders—FedEx, Nokia, Alcoa, Whirlpool, Microsoft, and others—tells how to successfully transform an organization into one that not only continually learns from its experiences but quickly translates that knowledge into improved performance. Rich with hands-on tools and dozens of new examples and case studies, this highly anticipated updated edition of the award-winning Building the Learning Organization puts the power of the author’s Systems Learning Organization model into the hands of any manager who wants to participate in building, maintaining, and sustaining the next generation of learning organizations.

This book is open access under a CC BY-NC 3.0 IGO license. This book comprehensively covers topics in knowledge management and competence in strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, as well as knowledge capture and storage. Presented in accessible “chunks,” it includes more than 120 topics that are essential to high-performance organizations. The extensive use of quotes by respected experts juxtaposed with relevant research to counterpoint or lend weight to key concepts; “cheat sheets” that simplify access and reference to individual articles; as well as the grouping of many of these topics under recurrent themes make this book unique. In addition, it provides scalable tried-and-tested tools, method and approaches for improved organizational effectiveness. The research included is particularly useful to knowledge workers engaged in executive leadership; research, analysis and advice; and corporate management and administration. It is a valuable resource for those working in the public, private and third sectors, both in industrialized and developing countries.

Institute a culture of learning to boost organizational performance and agility What makes organizations successful? Today, most successful companies are learning organizations. Building an Innovative Learning Organization shows you how to join their ranks and bring your organization up to the head of the class. This book is a practical, actionable guide on how to boost performance, successfully manage change, and innovate more quickly. Learning organizations are composed of engaged, motivated employees who continually seek improvement, which leads to organizational agility and the ability to innovate ahead of the curve. When you encourage learning at every level, from the intern to the C suite, you gain a more highly skilled workforce with a greater ability to act in any situation. Building an Innovative Learning Organization shows you how to create this culture in your organization, with detailed explanations, practical examples, and step-by-step instructions so you can get started right away. Written by a recognized thought leader in the training industry, this informative and insightful guide is your roadmap to a more effective organization. You will discover how to: Attract, retain, and motivate the best employees Become a more innovative and agile organization Create a culture of continuous self-improvement Encourage learning at all levels and translate it into action Learning and education doesn't end at graduation—it's a lifelong process that keeps you relevant, informed, and better able to achieve your goals. These same benefits apply at the organizational level, making the culture self-sustaining: learning organizations attract top workers, who drive the organization forward, which attracts more top workers. If you want the best people, you have to be their best option. Building an Innovative Learning Organization gives you a blueprint for building a culture of learning, for a stronger, more robust organization.

Learning is the key to success and survival in today's workplace. This essential best-practices toolkit with lessons from world-class leaders - FedEx, Nokia, Alcoa, Whirlpool, Microsoft, and others - tells how to successfully transform an organization into one that not only continually learns from its experiences but quickly translates that knowledge into improved performance. Rich with hands-on tools and dozens of new examples and case studies, this highly anticipated updated edition of the award-winning Building the Learning Organization puts the power of the author's Systems Learning Organization model into the hands of any manager who wants to participate in building, maintaining, and sustaining the next generation of learning organizations.

“There’s no doubt that knowledge is the currency of the twenty-first century.” -Andrew Rosenfield, Founder, Chairman, CEO, UNext.com“Learning from the CEO validates the idea that the evolution of the CEO who champions the cause of learning will further elevate learning’s status as perhaps the lone source of competitive advantage in the new economy.”-Howard Block, Managing Director, Bank of America Securities "The significance of a well-trained, highly skilled employee population of a well-trained, highly skilled employee population became a critical factor during our recent transformation.” -Joseph D. Sargent, President, CEO, The Guardian Life Insurance Company of America “Knowledge is power, and the CEOs in this book show how they harness that power.” -Kathryn Heath, VP, Director, First University, First Union National Bank

Building a Global Learning Organization: Using TWI to Succeed with Strategic Workforce Expansion in the LEGO Group describes how a multinational company developed a global structure for learning based on the TWI (Training Within Industry) program to create and sustain standardized work across multiple language and cultural platforms. In this book, Shingo Prize-winning author Patrick Graupp collaborates with two practitioners who performed the planning and implementation of the LEGO Group‘s worldwide Learning Organization. The book outlines the organizational and planning models used by the LEGO Group to create the internal ability to give and receive tacit skills and knowledge. Describing how and why TWI is used as the foundation for success in knowledge transfer across diverse languages and cultures, it provides step-by-step guidance on how to establish a solid organizational foundation for your own Learning Organization. Providing expert insight into the work of culture change, the book explains how to work with people to create motivation for moving to a new system of learning. It details the critical elements that made the implementation at the LEGO Group a success, identifies the stumbling blocks they encountered along the way, and explains how they were overcome. Case studies describe in detail what these efforts looked and felt like in actual application. The TWI program has long been recognized for its ability to generate results. After reading this book, you will gain valuable insight into how your organization whether large or small, national or international can integrate this timeless tool into your operating structure and your daily culture.

Building the Learning Organization is the first practical guide to transforming your organization into one that is set up to learn - even seeks out opportunities to learn - and then stands ready to quickly capitalize on that information. You'll be able to navigate your way through the process with the help of an easy-to-follow model that forms the heart of the book. You'll also find incisive and fascinating case historiesshowcasing the successful efforts of such companies as Arthur Andersen, Whirlpool, National Semiconductor, and Federal Express - that illustrate application of the model's tenets in various economic sectors. And, to further facilitate the transformation to a learning organization, the book presents 16 recommended action steps your company will want to consider taking. There is also discussion of what it takes to maintain a learning organization over time. There are evaluation forms to help you assess at what stage your company is currently at, what its strengths are, and where the needs are the greatest. There is even a helpful glossary of common terms.

The concept of the 'learning organization' is one of the most popular management ideas of the last few decades. Since it was conceived as an idea in its own right, it has been given various definitions and meanings, such that we are still faced with the question as to whether any unified understanding of what the learning organization really is can be established. This Handbook offers extensive reviews of both new and traditional perspectives on the concept and provides suggestions for how the learning organization can best be defined, practiced, studied, and developed in future research. With contributions from long-standing scholars in the field as well as those new to the area, this book aims to bridge the gap between traditional and more critical perspectives, and in doing so find alternative features and angles to take the idea forward. In addition to elaborating on and developing older definitions of the learning organization and suggesting updated and even new definitions, the chapters also provide focused explorations on pertinent aspects of the learning organization such as ambidexterity, gender inclusivity, and systems thinking. They also survey organizations that have made efforts towards becoming learning organizations, how the learning organization can best be measured and studied, and the universality of the idea itself. Some of the questions raised in this book are answered, or at least given tentative answers, while other questions are left open. In this way, the book has the ambition to take the learning organization an important step further, whilst having no intentions to take any final step; instead, the intention is that others will endeavour to continue where this book stops.

This book addresses the concept of organizing which is centered around collective learning and on the organization paradigm. It presents a theory of organizational learning based on a model of memory, explaining processes and dynamics through which memory is built and updated.

In an increasingly complex context of global pandemic, economic uncertainty, increased racial inequities, and a climate crisis, this practical guide for school leaders explores how capacity as learning at the individual, team, and organizational level can help schools become more agile and adaptive. Author James A. Bailey unpacks a new model of capacity building that combines learning process, leadership mindsets, and skills to enhance learning. This research-based book includes a "Diagnostic for School Learning Capacity" and "Team Considerations" to help school leaders and their teams launch further discussions and advance learning in their contexts. The tools in this timely book are designed to help school leaders handle the increasing volatile, uncertain, complex, and ambiguous world in which schools now exist.