Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations

Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations
Average customer rating:

Definitely not a masterpiece

The Best Yet

Don't hesitate...

Insightful!

A MUST read for all KMer

Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations
Chris Collison , and Geoff Parcell
Manufacturer: Capstone
ProductGroup: Book
Binding: Paperback

General | Business & Investing | Subjects | Books
Management | Management & Leadership | Business & Investing | Subjects | Books
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ASIN: 1841125091

Book Description

Today, no one is, nor can be, an expert in everything. In every challenge, it is easy to feel that you don't know enough to keep up with the accelerating pace of change inside our organisations, let alone the world outside. Start with the assumption that somebody somewhere has already done what you are trying to do. How can you find out whom, and learn from them? Learning to Fly shows exactly how to put knowledge management theory into practice, sharing the tools used and the experience and insights gained by two leading practitioners.

Completely updated for the second edition, Learning to Fly shares the authors’ experiences from BP and other leading knowledge organisations.and incorporates new material on implementation and best practice, including a CD-ROM with KM tools and exercises.

“Chris Collison and Geoff Parcell show how new ideas and tools are making working and learning inseparable.” Peter Senge.

Customer Reviews:

Definitely not a masterpiece.......2006-03-31

Learning to Fly is fairly useful as a general overview of knowledge management principles, but it is far from great.

First, it doesn't quite live up to the promise made in the blurb: 'Learning to Fly shows exactly how to put theory into practice'. For one thing, there's very little theory in the book, which is not necessarily a bad thing -- just don't expect to gain a deeper understanding of the discipline by reading this book. But even the practical guidelines are a bit shallow and don't always give the reader a very clear idea of how things can be implemented.

Take, for instance, the crucial point of how to get started, presented in chapter 12 ('Embedding it in the organization', the second-to-last chapter). Here's all the authors have to say about the 'starting' stage (pp. 170-171):

"Starting with something simple. Applying one of the tools and techniques in this book to address a simple part of the issue is a good start. Demonstrating a 'quick win' is important to gain the interest and commitment of the team. If they see that these techniques can be applied, without spending too much time on them, to deliver some tangible results, then they are likely to come back for more. We have found it best to introduce some formality after this stage into the planning. What specifically will be done, what are the costs and the benefits and will the team commit some resources to it?"

That's it. They don't suggest, or give an example of, what might constitute a 'simple part of an issue' that could be used for a quick, low-cost demonstration. Since all the useful tools and techniques mentioned in the book have to do with changing the way a whole team, if not the whole organization, works, I would very much like to be given an example of how a 'quick win' can be accomplished. Surely not by suggesting a peer assist that will mobilize a bunch of people for a whole day -- management will never agree to that if they can't see the value of KM to start with.

Second, the book is written in an informal style that is probably supposed to give it a down-to-earth, let's-get-our-hands-dirty feel. But it's actually just not very well written and even more poorly edited (as evidenced by numerous ungrammatical bits like 'at the time when it most useful' and 'who are the people are involved') which, together with the shoddy typography, reveal overall carelessness and subpar organization.

Last, there's a lot of white space surrounding each paragraph, so the 220 pages could probably easily fit into 120 or so well laid-out pages.

The bottom line: U$25 is a steep price to pay for just okay contents packaged in a poorly designed paperback.

The Best Yet.......2004-01-16

Very down-to-earth, applicable guidelines for building a learning environment within an organization. Focuses on tools and techniques and difficult issues of embedding habits of sharing/learning.
I've read a lot of knowledge management books and this is the one our organization is using as a "starting point" for our efforts.

Don't hesitate..........2002-09-05

...trust me and the other reviewers. you will have to wait for a long time to come across another book equally informative, full of sound practical advice, and entertaining. proceed to check-out now.

Insightful!.......2002-02-18

The knowledge management craze may be passing right before our eyes, but Chris Collison and Geoff Parcell do a good job explaining what's behind all the hype. Although a bit dry in tone, the authors manage to capture the critical elements of KM and explain the whys and hows as they relate to individual businesses. Despite a somewhat sterile presentation, we from getAbstract recommend this book as a thorough introduction to knowledge management theory and practice.

A MUST read for all KMer.......2002-01-22

A uniquely entertaining book, Learning to Fly is written with the right blend of theory and practice. From the start, Collison & Parcell build an honest and caring relationship with the reader that takes you on a journey of understanding the why and the how of knowledge management (KM).

The Chris & Geoff hit on many key issues imperative to a successful knowledge management implementation -

·KM should be focused on business results for business objectives. Emphasizing the importance that organizations don't loose sight of why they are doing KM.

·The explanation of KM as an unconscious competence is an excellent model for organization to use for a self-assessment and then strive to achieve.

·Applying KM holistically through the model of learning before, during and after. Proving that building a learning organization is at the heart of KM.

Learning to Fly does it right! I particularly enjoyed the book's creative layout and the way the lessons learned and proven ways to institutionalize KM in any organization are related through thought provoking stories and reflective exercises.

The Lemming Dilemma: Living with Purpose, Leading with Vision
Average customer rating:

Taking the Leap

The lemming dilemna

powerful book, changed my life

A Short Tale Of "Tails"

The Lemming Dilemma: Living with Purpose, Leading with Vision
David Hutchens
Manufacturer: Pegasus Communications
ProductGroup: Book
Binding: Paperback

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ASIN: 1883823455

Book Description

The Lemming Dilemma introduces the crucial organizational learning discipline of personal mastery--the evolving process of self-awareness that enables people to create new possibilities for themselves and their organizations. In this engaging story, Emmy the lemming wakes up to her own purpose and vision, and defies the age-old urge to follow the other lemmings off the cliff. But Emmy goes far beyond a mere rejection of tradition. Through her own surprising choices, she inspires other lemmings to wake up to their missions and to pursue their deepest aims and visions--both individually and collectively. In this simply told story are profound lessons about what it means to be the leader of your own life and to share your vision with others. Includes questions for reflection and group discussion.

Customer Reviews:

Taking the Leap .......2005-12-03

Books on vision are often dry and word-intensive. I was amazed at how this book was able to create a truly humorous book, while still communicating some very deep and essential concepts. I laughed my way through this delightful tale, and yet came away motivated to make positive changes in my life and to pursue my dreams. This was very easy to read, so much so that my 9 year old read and enjoyed it...but it is not a children's book per se...the messages are aimed towards adults.

The lemming dilemna.......2002-04-10

The lemming dilemna
Lemming life was happy and pathetic until one time. Lemming life was the same each year, with a cliff jumping festival. The festival was filled with fun, and they had many booths that would amuse lemmings and a elvis look alike contest. But then, at the end of the festival, they would jump opff the cliff, at least those who were old enough. At the bottom of the cliff awas so called "happiness and joy". After all of these years, one lemming asked why they jumped. Everyone said it was what their ancestors did, so they must do it too. But she wanted too find an alternative, some way too see that this was not the way too end your life. But she did not know if there were bad things at the bottom of the cliff or not. She had a vidion and mad a catapult to launch herself over the cliff and too the other side. It was a paradise, and she could also see that there were spikes at the bottom of the cliff. Then she founded a travel\airport and lived happily. But there were still some who jumped...

powerful book, changed my life.......2001-04-27

Simple, powerful, practical. I had read "The Fith Discipline" by Peter Senge and this book explained to me what was Personal Mastery all about in only a few pages using a powerful methaphor... You'll always remmember the story.. It worked for me... Now I feel that I have found my purpose in life.. I'm able to see want to create.

A Short Tale Of "Tails".......2000-08-05

Look up "lemming" in the dictionary and you will read: a lemming is a small arctic rodent with a short tail. They also have an annoying habit of being followers, not leaders--thus the cliche, following the other lemmings off a cliff.

However, even lemmings need purpose. In this colorfully animated , 80 some odd page book, author David Hutchens and illustrator extrordinaire, Bobby Gombert, present some very important life lessons in a most remarkable way--simply, succinctly, and concisely.

Using clever humor, we read the story of Emmy the lemming. Emmy has an epiphiany and decides not to jump. She also rallies others to be leaders not followers. Through metaphors and muse, people of all ages are reminded--"If you don't stand for something, you'll fall for anything"

As one of Hutchen's other books, "Outlearning The Wolves", this makes an excellent resource guide for teachers, parents, and business managers. Inclusion of probing questions for group discussion is a plus. Highly recommended, even for children.

other reading suggestions: "You've Earned It, Don't Lose it" by Suze Orman and "Outlearning The Wolves" by David Hutchens

Book Description

Priceless Wisdom From An Leadership Development Pioneer

For over twenty-five years, Peter Vaill has profoundly influenced what is studied and practiced in the field of leadership and organizational development. One of the early voices on spirituality in the workplace, Vaill has consistently broken new ground in such areas as adult learning, culture, and systems thinking. And now, for the first time, Spirited Leading and Learning brings together a wealth of classic writings and exclusive new offerings from this noted management teacher and consultant--all in one volume. All those who tackle the complex issues of modern organizations and management development will find Vaill's unique perspective and thoughtful observations as relevant today as ever before.

Customer Reviews:

Incredible!.......1998-07-31

This book will change your life. It is the best management book I've ever read

Lies About Learning: Leading Executives Separate Truth from Fiction In a $100 Billion Industry

Average customer rating:

A Book I Wish I Had Written

Lies About Learning: Leading Executives Separate Truth from Fiction In a $100 Billion Industry

Manufacturer: ASTD Press
ProductGroup: Book
Binding: Hardcover

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ASIN: 1562864548

Product Description

Executives and other high-ranking organizational learning professionals have faced down a barrage of too-good-to-be-true proclamations and pronouncements in recent years. First were the claims that e-learning would soon replace all classroom training, followed closely by the absolute urgent need to install expensive enterprise-wide learning management systems to track and report on this brave new digital leaning world. No wonder seasoned learning professionals find themselves a little jaded. Lies About Learning is a frank and entertaining look at where myth and reality diverge in the multi-billion-dollar workplace learning industry. Written by 12 high-level executives from a wide range of industries, Lies About Learning offers a rare insight into the business of organizational learning. From e-learning, to learning management, to leadership programs, to research and the value of consultants, this book exposes the most prevalent myths and offers the counterweight of reality and real world practice. In the end, Lies About Learning provides executives and learning professionals with the tools to ask the right questions and enable them to make learning decisions that are measurable, predictable, and meaningful for the organization.

Customer Reviews:

A Book I Wish I Had Written.......2007-03-14

One of my friends, a client and former colleague, Larry Israelite, has written a book that I wish I had written. Lies About Learning: Leading Executives Separate Truth from Fiction In a $100 Billion Industry exposes many of the lies - "conventional wisdom, self-serving rumors, unfounded insinuations" - that learning professionals and executives must interpret from vendors, industry pundits, training conference presentations, and learning marketers as they try to make basic decisions about the strategies and tactics of corporate learning.

Lies About Learning features 11 chapters written by experts in the field of training and consulting. Chapter titles include:

* Lies about Chief Learning Officers (by Len Sherman)
* Lies about Learners (by Murry Christensen)
* Lies about the Design of Learning (by Melinda Jackson)
* Lies about Consultants and Vendors (by Charlene Zeiberg
* Lies about E-Learning (by Elliott Masie)

If you're a veteran of the chapter topic, you'll recognize the half-truths, gambits, falsehoods, pronouncements, misleading proclamations, and lies and will have a good laugh. If you're new to training, training management, e-learning technology, or working with training vendors (like my company, Entelechy!), the chapters will provide you with honest, frank insights that could prove valuable.

Setting the tone early, Larry writes in the preface, "The road we in the learning profession travel is littered with expensive failed experiments, unfulfilled promises, unachieved goals, and frustrating disappointments."

While this sounds like a rather pessimistic view of the training world (and Larry himself would classify himself as a cynic), I believe that the book and the opinions of its contributors begin to chisel away at the mountain of hype and exaggeration that surround corporate learning. Some of this comes from my previous life as a training consumer - Sales Training Manager for a large Fortune 100 company. Before starting my company, I - like Larry and many of you - was on the receiving end of the promises of training vendors whose products and services "virtually guaranteed" to solve world hunger, not to mention [fill in your performance issue: increase sales, reduce turnover, improve customer satisfaction, etc.]. Since starting my training company, Entelechy, 13 years ago, I've competed with other training vendors - and the sometimes unbelievable promises they make to clients.

Larry is kind. He states:

"Although I don't think that most people deliberately attempt to deceive, I think there is rampant over-optimism about the new products, tools, and technologies that we hear about every single day. When something works in one situation, learning professionals desperately want to believe it will work in all situations. When a success is achieved with one population, success is expected with all populations. When a new product possesses technical capabilities that could lead to a desirable result, trainers accept without evidence that the result will be achieved. And, in all of these cases, it is too easy to commit resources, promise results, and in other ways put personal and organizational credibility on the line."

I might not have been so kind. My company has been called in to repair the damage caused by training companies who over-promise and under-deliver. And we all pay the price; as an industry, a corporate function, as an individual within the training profession, every time one of us "lies," we all lose credibility.

Larry asks, "Why do learning professionals do this?" and answers his own question:

"Everyone is on a quest for the holy grail of learning - the one product, process, program, or promise that will allow them to dramatically improve the quantity, quality, and impact of learning in their respective organizations and to do this faster and cheaper than ever before. Because of this intense desire, learning professionals are willing to believe almost anything; they willingly, even enthusiastically, fall victim to some or all of the lies about learning."

Larry and I used to work for Digital Equipment Corporation eons ago. It was there that I learned some of the truths of training - truths about learners, about trainers, about evaluation, about job performance, about technology. I vowed that, if I ever started a training company myself, I would build the company on the following truths and principles:

* Generic training produces generic results. While off-the-shelf training may be useful for those individuals motivated to translate the skills and techniques into skills and techniques that work for THEM in THEIR jobs, only training that has been customized can truly achieve effective, sustainable performance changes for the typical corporate trainee.

* There are core skills to most jobs; deviating from these fundamentals produces the bulk of performance issues. Sales is sales, customer service is customer service, management is management, training is training.

While every single client has insisted that their problem is unique, they are only partially correct: the SKILLS required to (for example) position a product are quite universal; the TECHNIQUES for positioning Company ABC's TopLine Widget to CFOs in the financial services industry IS unique.

And it's this level of training customization that is required for many people to recognize the skill and internalize it through practice and feedback. Most people have - or are aware of - the general skills required to perform their work. What they're often missing is the direct application of the skill to THIS particular customer or in THIS unique situation.

* Effective training is 90% needs assessment and design. Truly understanding the business goals, the performance required to achieve the business goals, and the learning activities that will cement those skills and techniques requires expertise and effort. There are few shortcuts on the road to effective training.

* Effective training is 90% follow-up. The fact is that many of the skills and much of the knowledge addressed in training could be handled by the trainee's manager or supervisor. And the reality is that much of what is learned in a training class is unlearned on the job when there is no follow-up or reinforcement by the manager. Effective training works when the trainee's superiors are the key reinforcers of learning.

While I don't receive anything from plugging Larry's book (the profits of Lies About Learning go to a charity), I DO have a less-than-altruistic reason for encouraging you to read the book: you will understand why I started Entelechy 14 years ago and the philosophy that underscores how we continue to approach training and performance to this day.

Leading the Learning Organization: Communication and Competencies for Managing Change (Suny Series, Human Communication Processes)

Average customer rating:

Leadership Competency
Excellent Book

Leading the Learning Organization: Communication and Competencies for Managing Change (Suny Series, Human Communication Processes)
Alan T. Belasen
Manufacturer: State University of New York Press
ProductGroup: Book
Binding: Paperback

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ASIN: 079144368X

Book Description

"Leading the Learning Organization" provides students, executives, and managers with vital resources to lead their organizations to higher levels of performance. Using examples from companies such as General Electric, IBM, Kodak, and ABB, "Leading the Learning Organization" integrates the latest advances in strategic change, managerial leadership, continuous improvement, and learning and development. Belasen provides insightful and provocative views of how high-performance leaders use organizational learning to achieve breakthrough performance. He strongly argues that managers who avoid questioning their operating premises today will find themselves without market share tomorrow. "Leading the Learning Organization" is an insightful examination of a variety of modern corporate issues, including adjusting to the marketplace; linking the value chain; living with corporate downsizing; leading self-managed teams; communicating, learning, and developing competencies; managing the value-based organization; and initiating transformational learning.

Customer Reviews:

Leadership Competency.......2007-10-05

Leading the Learning Organization is one of the first books I read as a graduate student and has remained a staple in my MBA library. As a high performance manager it is essential to understand the competing values framework (CVF). Belasen explores the contradictory, competing and conflicting expectations inherent in business and guides the reader to assess and then to integrate a flexible strategy into our own management paradigms.

As a leader dedicated to excellent service to the consumer, I agree with Belasen that the replacement of the old command structure with development of a committment culture is critical to sustainable 21st century leadership.

Excellent Book.......2000-01-02

I was impressed with the author's complete gasp of this difficult topic. This book is a must for any manager or would be manager. One of the finest books in the field and well worth the money.

Leading Organizations from the Inside Out: Unleashing the Collaborative Genius of Action-Learning Teams

Average customer rating:

Putting the Crowbar Where it Counts
Real World Application
A little slow in coming but Great condition.
A guidebook for team leaders

Leading Organizations from the Inside Out: Unleashing the Collaborative Genius of Action-Learning Teams
Bruce LaRue , Paul Childs , and Kerry Larson
Manufacturer: Wiley
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Book Description

With this innovative book, readers will discover how to effectively implement change initiatives by gaining a better understanding of both the behavioral and operational aspects of an organization. The new second edition continues to show them how, through Action-Learning Teams, they can accomplish tangible business objectives while creating superior workforce development within their organizations. New material integrated throughout the book will help them facilitate these teams in a virtual environment. It also clearly shows them how to design and deploy significant organizational initiatives and change processes.

Customer Reviews:

Putting the Crowbar Where it Counts.......2006-08-07

This book is great! The authors did a fantastic job. I'm going to be buying a few more...

There have been a lot of books published concerning teams and how to form them over the past decade, but this book, Leading Organizations from the Inside Out, goes a few steps further by providing specific tools and processes on how to create and utilize Action-Learning Teams (ALTs). These ALTs (as the book calls them) are teams formed to address important persistent problems or organizational challenges that a company may face. ALTs are based on "learning characterized by reflection in action"; or simply stated, they are internal teams chartered to focus and hone down a specific problem or process gap and then fix it. ALTs can do what most of us rarely do in our day-to-day efforts at work. They can helicopter above the canopy of the company's forest and get a clear picture by looking from the outside in as to what's wrong and what corrective actions will work. Whereas management may have a hunch as to the problem, the ALT deftly puts a finger on it. In our, quick time-to-market, immediate gratification world the ALT capability is a potent tool.

The book starts off slow so you have to be patient, but once you get past Chapter One, this book contains a great nest of resources. It has several effective tools (with some bonus tools in the Supplement) which any manager or team leader can use, and it connects the reader to further research and information. It has the right amount of effective information to create and run an Action-Learning Team. And good news! The Clue Train Manifesto stopped here since later chapters include how to execute an ALT from cyberspace and how to further knowledge worker development.

From my 19 years of personal experience in the corporate world participating on ALT-like teams, sponsoring ALT-like teams, and just being in the company population receiving the benefits of an ALT-like team, I can tell you that they are by far the fastest and most effective way to achieving a "break through" on difficult, persistent problems which a company may face. Especially in a marketplace where world competition is becoming exceedingly tough........ Action-Learning Teams might just make a difference between success and failure.

Real World Application.......2006-03-17

My name is Chris Gibbs (Chairman/CEO) of Diversified Investments & Development, LLC. of Knoxville, Tennessee. I consider myself a lifelong learner, as I am currently finishing a dissertation in relation to requirements for a Doctorate in Leadership from the University of Phoenix. I hold degrees in Finance, Masters of Business Administration, Masters in Banking, and Doctoral work in Economics from Lincoln Memorial University, East Tennessee State University, Louisiana State University, and Middle Tennessee State University, respectively.

My organization is involved in the food, lodging, and land development businesses. We had certain re-structuring goals to limit our involvement in day to day operations in the food and lodging businesses by using outside management and increase our land development inventory. Within only months of completing training with Bruce LaRue (one of the books Authors) and Richard Schuttler (Executive Coach and Consultant www.orgtroubleshooter.org) certain key organizational goals were reached early. With the material from this book and organizational training programs, my organization is thriving at a new profitability level, as well as employee and organizational value added systems continue to improve for all stakeholders.

Specific book comments:

1. How did you find out about the book? Through research in the area of Leading Organizations, I was attracted to this books content. Bruce LaRue, PhD is a colleague of Richard Schuttler, PhD, which is a professional Executive Coach that has consulted with me over the past couple of years. When I mentioned the book to Rich, he immediately reached out to Bruce and we entered into an agreement to utilize this book along with extensive works of Rich to transform my organization into a model of success that utilized its existing team and strengths. I will never forget the comment Rich made to me one day about the well known "corporate box," if you are thinking about thinking outside the box, you are still in the box. Therefore this book and training programs like Rich and Bruce present will allow the "Leader of the Future" to not confine their thought process to any box or obstacle."

2. The initial reading of the book presents the four basics to ALT (Action Learning Teams) and allows one to understand in the early reading of where their organization is today and what it will take to advance to a higher level of effectiveness and performance in the future.

3. A great suggestion is for the leader to play the role as coach and not BOSS. This is where Rich and Bruce developed the BUCKET concept that allowed everyone to assume responsibilities and each other member know who is responsible for what task within the organization. This supports the concept in the book on encouraging team members to focus on self improvement as they are accountable to the other team members in making sure their individual bucket is managed properly to benefit the overall organization. "This is like an old fire line where everyone is passing the buckets of water to put out a fire. If one person drops their bucket the fire can spread out of control. Therefore, proper management of the individual buckets maintains proper fire management without a fire ever arising, "Proactive Management." ALT's will make a difference if you understand how to make them work effectively.

4. An organizational leader and ALT "Coach" must truly commit to the Belief Model presented within the book. The advantage I had from the book material was the actual training program developed by Rich and Bruce, where I had to commit to making this reality before I could ever expect positive results. If the Coach cannot commit to taking a Belief to Potential to Action to Results than I question this leader's ability to be the Coach required for an effective ALT. I actually included all internal and external affiliate team leaders in the training process to make sure all areas and entities that affect my businesses were well informed of my organizations strategic plan and goals.

5. The PIP was completed at the end of the training and we found by our proactive implementation of this text material and consulting program that we were well on our way to achieving an organizational structure and performance level 1 year ahead of schedule.

6. Chapter 4 on Deployment should be arranged on a Cork Board in the Coaches office to read each morning, as a "Daily Devotional." Coaches/Leaders to often forget that by keeping there own skills focused and sharp, spill over to the actions and result of the ALT members.

7. The "Value Network" concept truly supported my personal philosophy of not deleting the most important life source of all organizations "PROFIT." An excellent Coach/Leader will be more effective with ALT teams and the process of strategic planning by honestly admitting we must make a profit, therefore their actions that support the material within this text will be more reality driven and not viewed as corporate fluff to keep morale at a moderate level of acceptance. Honesty is the first step in leading a successful organization.

8. Closing Comments: As we know and the book points out in Table format, today's business "Demands" are different from years past. This book is an excellent training tool for organizations at various levels including infancy, transitional businesses experiencing sales growth that could lead to dysfunctional performance without proper planning, and successful businesses that need to maintain and deal with everyday tumultuous situations. "A must read book for the true lifelong learner and concerned leader of the future." Also, follow-up with training to really experience the change and improvements you can experience through ALT implementation.

A little slow in coming but Great condition........2005-10-03

It must have been a hard book to find. Once I finally received it it was in great condtion. I have no complaints. I took off one star because it took so long.

A guidebook for team leaders.......2005-08-07

LaRue, Childs, and Larson provide an easy to read, less than 200 page book, that skillfully weaves Action Learning Teams (ALT) into knowledge management, creating knowledge based action learning teams. This is truly a hands-on guidebook with real world examples that clearly describe the stages and processes of implementing organizational change using ALTs. ALTs can shorten the time needed to effectively implement change initiatives in an organization by helping the practitioner understand both the behavioral and operational aspects of organizational change. ALTs will help ensure that the knowledge of the team is translated into action that makes a real difference for an organization.

The forward by Marshall Goldsmith prepares the reader for what is in store by asking the question; "Who are knowledge workers", and how does one tell them what to do when they may know more than their manager does. The process of Action Learning Teams taps into that knowledge to take the organization to the next level. This book has been adopted as part of the curriculum at the University of Phoenix in their Doctorate of Management second year leadership class. Don't let that concern you though if you don't think that is the level you are looking for, as the book is easy to read and follow. Major General Robert Ivany, recently retired President of the U.S. Army War College also provides a chapter that describes how Action Learning Teams played a vital role in fundamentally transforming the U.S. Army. Experiences from other organizations provide real world examples that can be immediately put to use.

The book integrates both behavioral and operational dimensions of team development within four key phases of the change process: Awareness, Design, Deployment, and Integration. I have already used many of these concepts in my work on a Change Management team government organization. I even gave a copy of the book to my boss.

Organizational Learning: Improving Learning, Teaching, and Leading in School Systems

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Organizational Learning: Improving Learning, Teaching, and Leading in School Systems
Vivienne Collinson , and Tanya Fedoruk Cook
Manufacturer: Sage Publications, Inc
ProductGroup: Book
Binding: Hardcover

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ASIN: 1412916860

Book Description

Reshapes the way teachers and administrators think about people, practices, and policies…

This innovative book about organizational learning in K–12 settings reshapes the way teachers and administrators think about people, practices, and policies while providing a compelling roadmap for transformation from within today’s school systems.

Key Features:

Six interrelated conditions support organizational learning: prioritizing learning, fostering inquiry, facilitating the dissemination of knowledge, practicing democratic principles, attending to human relationships, and providing for members’ self-fulfillment.
An on-going case study connects everyday practices in school systems to a holistic framework that helps practitioners understand how their thinking and behaviors influence learning, work environments , collegial interactions, decision making, and innovation.

Numerous practical examples bring complex theoretical concepts to life, while a series of essential questions, activities for getting started, and reflective journal prompts allow practitioners to apply content and ideas to their own settings

Meet the author! http://home.comcast.net/~vcollinson

Leading Change Training (Pergamon Flexible Learning Trainer's Workshop Series) (Pergamon Flexible Learning Trainer's Workshop Series)

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Leading Change Training (Pergamon Flexible Learning Trainer's Workshop Series) (Pergamon Flexible Learning Trainer's Workshop Series)
Jeffrey Russell
Manufacturer: Pergamon Open Learning
ProductGroup: Book
Binding: Paperback

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ASIN: 0750663650

Book Description

Need to create solid change programs within your organization? Leading change not only involves simply reducing resistance, but also creating an awareness of the challenges and responsibilities that each person (no matter their level in the organization) faces as a change initiative goes forward. Integrate leading-edge change leadership models and other theories into your program today with this hands-on-guide.

Leading Organizational Learning: Harnessing the Power of Knowledge

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Must Read

Leading Organizational Learning: Harnessing the Power of Knowledge
Marshall Goldsmith
Manufacturer: Jossey-Bass
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ASIN: 0787974625

Book Description

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

Download Description

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

Customer Reviews:

Must Read.......2004-03-24

This book will be helpful to anyone within an organization who is resposible for leading people and training initiatives - or wants to learn how to do it properly. Good, practical advice on Learning and Knowledge Transfer from the significant Thought Leaders of this field. Good stuff!

The Infinite Resource: Creating and Leading the Knowledge Enterprise (Jossey Bass Business and Management Series)

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Passages from Control to Entrepreneurial Freedom.
Excellent Multi-disciplinarian Approach
Excellent Multi-displinarian Approach
Enjoyable and informative collection of thoughtful writings.
An Invaluable Guide to the Coming Knowledge Economy

The Infinite Resource: Creating and Leading the Knowledge Enterprise (Jossey Bass Business and Management Series)

Manufacturer: Jossey-Bass
ProductGroup: Book
Binding: Hardcover

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The New Management: Bringing Democracy & Markets Inside Organizations

ASIN: 0787910155

Book Description

Harness the Boundless Power of Knowledge

Take a fascinating glimpse into the not-too-distant future. In The Infinite Resource, seventeen visionary thinkers explore knowledge--the only inexhaustible source of competitive advantage--as the juggernaut of an remarkable new order whose advent is fast rAndering today's business conventions obsolete. Their incisive observations include up-to-the-minute examinations of knowledge-change initiatives currently under way at Bell Atlantic, MCI, Lufthansa, and other forward-thinking companies. Filled with fresh ideas, perspectives, and voices, it's a state-of-the-art appraisal of emerging organizational forms vital to anyone grappling with the challenges and possibilities posed by the Information Age.

Customer Reviews:

Passages from Control to Entrepreneurial Freedom........2001-01-22

William E. Halal, editor, writes, "This book brings together the views of prominent leaders in the trenches of the Information Revolution to examine the revolutionary new principles for managing knowledge. Here's a quick overview of these confusing but exciting management heresies.

Principle 1: 'Complexity Is Managed Through Freedom': Success is no longer achieved by planning and control-but through entrepreneurial freedom among people at the bottom.

Principle 2: 'Cooperation Is Economically Efficient': Economic strength does not come from power and firmness-but out of the cooperative flow of information within a corporate community.

Principle 3: 'Progress Is Guided by Knowledge and Spirit': Abundance is not the result of material riches-but of understanding the subtle workings of an infinitely complex world.

There are the new laws governing institutions today, the economic imperatives that determine who succeeds and who fails, the keys to pioneering an unexplored frontier of boundless knowledge-The Infinite Resource" (from the Introduction).

In this context, Halal organizes this invaluable collection into three parts that each focuses on the principles outlined as below:

1. Halal writes, "Part I shows that today's hierarchical structures are being replaced by an emerging foundation of management based on enterprise. The complexity of a knowledge era has made our old command-and-control systems obsolete, and so entrepreneurial freedom is now crucial, not only in economic systems but also to permit free enterprise in organizational systems." Thus, authors of this part, S.Goldsmith, R.L.Ackoff, J.P.Starr, W.Gable, and M.Lehrer mainly focus on decentralized structures, self-supporting units, entrepreneurial freedom, internal competition, and accountability to clients.

2. Halal writes, "Part II illustrates how entrepreneurial organizations must also use cooperation to form collaborative communities. Knowledge differs from physical resources because it increases when shared, making collaborative working relations productive not only in strategic alliances but between buyer and seller, employee and employer, business and goverment, and other stakeholders." Thus, authors of this part, G.H.Taylor, R.E.Miles, J.Lipnack and J.Stamps, T.Holbrooke, and R.Oklewize mainly focus on virtues of teamwork, networking among internal units, shared knowledge, spherical organization, collaborative alliances, and corporate communities.

3. Halal writes, "Part III descibes the intelligent infrastructures now being built to guide this corporate community in creating powerful forms of knowledge." Thus, authors of this part, R.W.Smith, D.Walters, M.Malone, G. and E.Pinchot, R.Kuperman, and W.A.Owens mainly focus on global information networks, free flow of information, knowledge society, employee training, virtual organizations, strategic direction, and vision.

Finally, Halal writes that "the message my colleagues and I want to stress is that the world is entering such an uncharted new frontier, an epoch so fundamentally different that the old rules no longer apply. The conventional wisdom of the past must be replaced by concepts that conform with the new realities of infinite knowledge:

* Order can be best achieved-not through control and planning-but through entrepreneurial freedom.

* Strength comes-not out of power and firmness-but through cooperative community.

* Abundance flows out of-not material riches-but a subtle frontier of boundless understanding, meaning, and spirit."

Strongly recommended.

Excellent Multi-disciplinarian Approach.......1999-12-09

There are far too many books out there that focus on 'knowledge' as if it existed in a vacuum. These tend to be one person's opinion; a single 'flavor of the month,' if you will. This collection of essays explores the impact that the free sharing of information will have: changes in management, changes in employee relations, changes in the free enterprise system itself. As an unforeseen bonus, a very few of the articles are now a bit dated (the "Information Superhighway" article by the CEO of Bell Atlantic was doomed to be old as it was penned), a fact that only reinforces the tremedous speed of change many of the essayists speak to. The many references provide one the ability to more deeply research a particular area.

Excellent Multi-displinarian Approach.......1999-12-09

Enjoyable and informative collection of thoughtful writings........1999-03-21

This stimulating work consists of nineteen insightful and engrossing essays that convey perspectives on the emerging forms of strategy and organization in the information age, focusing on knowledge as the competitive advantage. The contributors present thinking that is truly big picture, regarding the shape of today's and tomorrow's enterprises in a world that is changing at an exponentially increasing rate. This work delves into the new and emerging realities of the internal enterprise, corporate cooperation, and leveraging knowledge. In many cases the contributors talk about the experiences of their own organization; an enlightening and enlivening approach to gaining an understanding of this new, networked world driven by knowledge-the infinite resource. An enjoyable and informative collection of thoughtful writings. Reviewed by Gerry Stern, founder, hrconsultant.com and Stern & Associates.

An Invaluable Guide to the Coming Knowledge Economy.......1998-09-26

Dr. William E. Halal is a George Washington Universitybusiness school professor and expert on the Knowledge Economy. In arecent GWU conference, "Creating the New Organization," he brought together 17 representatives the public and private sectors to address how information technology has transformed their worlds, creating unprecedented challenges and opportunities. Their insights are shared directly with readers in this extraordinary and concise volume. "The Infinite Resource" refers to knowledge itself. Unlike raw materials, knowledge is inexhaustible: "the more you dispense, the more you generate," writes Dr. Halal. The marginal cost of duplicating knowledge is trivial and its value increases when shared. Halal writes: "Knowledge is the most strategic asset in enterprise, the source of all creativity, innovation, and economic value." That, in itself, is nothing new. Knowledge was no less "strategic" when mankind communicated via cave paintings. What has revolutionized knowledge over the past 15 years or so, however, has been extraordinary advances ["32 orders of magnitude"] in information technology. I can share my thoughts on this book with the world with the click of a mouse. And the world can return to my e-mailbox with critiques of my opinion. We now may draw "silicon paintings" for the enjoyment of audiences of 6 billion who never could have fit into those caves. Some bullet points serve to highlight the advances of the information technology age: + IBM itself once predicted market demand for computers to be 55. Worldwide. As of 1997, there were 1 billion computers in operation on planet earth. + In 1977, 50,000 computers existed in the entire world. In 1997, 50,000+ personal computers are sold every 10 hours. + Soon, 1 billion transistors will fit on a single chip: the entire computing power of NASA's Apollo Space Program will fit in a wristwatch.

It was, then, inevitable that the extraordinary advances in - and ubiquitous distribution of - information technology would in turn revolutionize the workplace. Dr. Halal breaks the presentations of his conferees into three sections: 1.) Creating the Internal Enterprise System; 2.) Forming a Network of Cooperative Alliances; 3.) Leveraging Knowledge with an Intelligent Infrastructure. The innumerable insights offered by Dr. Halal and his conferees would never fit in this review. Suffice it to say that the most successful organizations today long ago recognized that information technology created opportunities to broadly disseminate organizational information on the one hand and the more elusive [and hence invaluable] "tacit" or personal knowledge of their employees throughout their organizations, conferring upon all employees the ability to leverage all available organizational knowledge into innovations benefiting the organization, its employees, and its consumers. This leads the trend toward cutting-edge "mass customization." But it does not stop there. No sooner did organizations realize that they could unleash the power of knowledge internally than some recognized that the sharing of knowledge could greatly enhance relationships with customers, suppliers, and, yes, competitors which could be leveraged via coopetition - strategic alliances established to meet particular needs of individual clients at any one point in time. For decades, the rise of technology has created nightmarish visions of "1984" and HAL of "2001." Ironically, and perhaps - at first - counterintuitively, advances in information technology, by enhancing access of anyone in any organization with anyone else, anywhere, will make trust all the more important in public and private enterprises alike. Several conferees address the critical importance of disseminating all available information to employees to encourage innovation because, in fact, "the innovation cycle is now shorter than the planning cycle as customers are moving faster than companies' ability to manage." In short, if you cannot entrust your employees with your most sensitive information, you will be overtaken by another company that can. Another conferee notes: "Technology alone is inert. Trust develops and relationships crystallize in interactions over time and in moments of crisis. No trust without real relationships. No network without trust." It might, therefore, be one of the greatest ironies of the coming Knowledge Economy that technology will "re-personalize" relationships in the workplace while allowing all workers increased opportunities to make their own measurable [and thus rewardable] contributions to their organizations and alliances. Technology, as a tool, will free organizations and their employees from the more mundane business and governmental functions of measurement to engage their minds, individually and collectively, on an infinite course of creativity and innovation. Some provocative closing thoughts from this excellent book include the following insights from leaders of our continuing Knowledge Revolution: Bill Gates: "Two years is as far as long-term planning should go; anything beyond that is long-range dreaming..." General Electric: "The only way to be more competitive is to engage every mind in the organization." Ad agency Chiat Day: "Develop the ability to change faster than your competition or fail..." Dr. Halal: "The perfect company today is almost structureless. All that holds it together is its culture.

I cannot more highly recommend The Infinite Resource to all who are interested in understanding the enormous challenges, opportunities, and rewards - both personal and professional - to be realized as the Knowledge Economy reshapes our world.

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