Leading Organizational Learning

Enhanced descriptions from Syndetics:

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

Table of contents provided by Syndetics

• Figures and Exhibits (p. xi)
• Foreword (p. xiii)
• Foreword (p. xv)
• Preface (p. xvii)
• Acknowledgments (p. xxiii)
• Part 1 Challenges and Dilemmas (p. 1)
• 1. Why Aren't Those Specials Selling Today? (p. 3)
• 2. Five Dilemmas of Knowledge Management (p. 13)
• 3. Effectively Influencing Up: Ensuring That Your Knowledge Makes a Difference (p. 19)
• 4. Where "Managing Knowledge" Goes Wrong and What to Do Instead (p. 27)
• 5. Knowledge Management Involves Neither Knowledge nor Management (p. 39)
• Part 2 Processes That Work (p. 51)
• 6. The Real Work of Knowledge Management (p. 53)
• 7. Tangling with Learning Intangibles (p. 65)
• 8. When Transferring Trapped Corporate Knowledge to Suppliers Is a Winning Strategy (p. 79)
• 9. Informal Learning: Developing a Value for Discovery (p. 91)
• 10. The Company as a Marketplace for Ideas: Simple but Not Easy (p. 103)
• 11. Knowledge Mapping: An Application Model for Organizations (p. 113)
• 12. Just-in-Time Guidance (p. 121)
• Part 3 Leaders Who Make a Difference (p. 133)
• 13. What Leading Executives Know--and You Need to Learn (p. 135)
• 14. Rethinking Our Leadership Thinking: Choosing a More Authentic Path (p. 147)
• 15. Learning at the Top: How CEOs Set the Tone for the Knowledge Organization (p. 161)
• 16. Unleash the Learning Epidemic (p. 175)
• 17. Leading: A Performing Learning Art (p. 185)
• 18. What's the Big Idea? The "Little Things" That Build Great Leadership in Organizations (p. 195)
• Part 4 Changes for the Future (p. 209)
• 19. Learning Stored Forward: A Priceless Legacy (p. 211)
• 20. Developing New Ideas for Your Clients--and Convincing Them to Act (p. 219)
• 21. Making Knowledge Move (p. 231)
• 22. The Role of Change Management in Knowledge Management (p. 241)
• 23. Building Social Connections to Gain the Knowledge Advantage (p. 255)
• Part 5 Case Studies and Examples (p. 267)
• 24. Some Key Examples of Knowledge Management (p. 269)
• 25. Leadership and Access to Ideas (p. 281)
• 26. Capturing Ideas, Creating Information, and Liberating Knowledge (p. 291)
• 27. Learning at the Speed of Flight (p. 301)
• 28. The Audacity of Imagination: How Lilly Is Creating "Research Without Walls" (p. 309)
• 29. Developing a Learning Culture on Wall Street: One Firm's Experience (p. 317)
• Notes (p. 333)
• Index (p. 347)