- Hardcover: 384 pages
- Publisher: Jossey-Bass; 1st edition (March 8, 2004)
- Language: English
- ISBN-10: 0787972185
- ISBN-13: 978-0787972189
- Product Dimensions: 6.3 x 1.3 x 9.3 inches
- Shipping Weight: 1.3 pounds (View shipping rates and policies)
- Average Customer Review: 2 customer reviews
- Amazon Best Sellers Rank: #2,596,199 in Books (See Top 100 in Books)
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Leading Organizational Learning: Harnessing the Power of Knowledge 1st Edition
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“In typical Goldsmith manner, Marshall has brought together a gourmet’s list of consultants who offer a banquet of intriguing ideas, succinct stories, and pragmatic practices spiced with nuggets of wisdom.”
—Joel A. Barker, coauthor, Five Regions of the Future: A Revolutionary Roadmap to the 21st Century
“Leading Organizational Learning holds a remarkable wealth of insight into closing the gap between knowledge and people. Every leader hoping to create or maintain a successful organization should read this book!”
—Vijay Govindarajan, Earl C. Daum 1924 Professor of International Business, and director, William F. Achtmeyer Center for Global Leadership at the Tuck School of Business at Dartmouth
“What is knowledge? How is it embedded in an organization? What are knowledge workers? How can their best thinking be leveraged and applied? These are the questions organizations are (or should be!) struggling with today, and Leading Organizational Learning provides a rich sourcebook for finding answers. It’s filled with practical advice and excellent examples of how the knowledge and learning can be unleashed, the key to achieving organizational effectiveness today.”
—Sally Helgesen, author, The Web of Inclusion and Thriving in 24/7
“Wasn’t it the sage Lao Tzu who once said, ‘Those who know do not tell: those who tell do not know.’ The contributors to this book do know what we know, and do know what we do not know. Knowing they know, they provide a cornucopia of ideas about how to make knowledge management a reality, not an academic exercise. I recommend this book highly to anybody interested in creating ‘boundaryless’ knowledge-sharing organizations.”
—Manfred F.R. Kets de Vries, The Raoul de Vitry d’Avaucourt Chaired Clinical Professor in Leadership Development, and director, INSEAD Global Leadership Center, INSEAD
“Leading Organizational Learning presents an awesome collection of superstar talent. Marshall Goldsmith, Howard Morgan, and Sandy Ogg have recruited the best in the business to share their experience and wisdom on the most critical issue in improving organizations in the new economy — how to instantly share new knowledge so that organizations can stay at the learning edge. If you were to actually apply the lessons from the scores of case studies in this book you would be guaranteed a return on your investment that far exceeds anything you’re likely to read in any other business book on the shelves today.”
—Jim Kouzes, coauthor, The Leadership Challenge and Encouraging the Heart, and chairman emeritus, Tom Peters Company
From the Inside Flap
Organizational learningcapturing and sharing the knowledge and experience of an organizations individualsis vital for creating viable, relevant, and effective organizations that will thrive into the future.
Leading Organizational Learning brings together todays top thinkers in organizational learningincluding 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 decision making
- Outlines the knowledge and attributes integral to the success of todays 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
Editors Marshall Goldsmith, Howard Morgan, and Alexander J. Ogg are themselves experts in organizational learning, and they bring together great thinkers to share their visionary ideas on the subject of leadership and learning.