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For a full review of Learning to Fly and a comparison with Common Knowledge see Roger Greenaway's comparative review
THIS PAGE INCLUDES BOOKS ABOUT:
LEARNING ORGANISATIONS |
COMPLEXITY IN ORGANISATIONS |
CHANGE MANAGEMENT |
KNOWLEDGE MANAGEMENT |
ORGANIZATION DEVELOPMENT |
ACTION LEARNING |
PROCESS CONSULTING |
APPRECIATIVE INQUIRY |
Critical Perspectives on a Theory in Progress
Jack Mezirow
Mezirow: "A defining condition of being human is our urgent need to understand and order the meaning of our experience, to integrate it with what we know to avoid the threat of chaos."
Product Description:
"Provocative and illuminating, this book is a must read for adult educators seeking to understand and facilitate transformational learning. It showcases a stellar group of authors who not only engage each other and the reader in constructive discourse, but who also model the heart of the transformational learning process."
--Sharan B. Merriam, Department of Adult Education, University of Georgia
This volume continues the landmark work begun by Jack Mezirow over twenty years ago--revealing the impact of transformative learning on the theory and practice of adult education. Top scholars and practitioners review the core principles of transformation theory, analyze the process of transformative learning, describe different types of learning and learners, suggest key conditions for socially responsible learning, explore group and organizational learning, and present revelations from the latest research. They also share real-world examples drawn from their own experiences and assess the evolution of transformative learning in practice and philosophy. Learning as Transformation presents an intimate portrait of a powerful learning concept and invites educators, researchers, and scholars to consider the implications of transformative learning in their own professional work.
(amazon.com)
Peter Kline, Bernhard Saunders
Practical Lessons from One of the World's Leading Knowledge Companies
Chris Collison, Geoff Parcell
Book Description
Learning to Fly shows exactly how to put theory into practice, sharing the tools used and the experience and insights gained by two leading knowledge management practitioners. In Learning to Fly, Chris Collison and Geoff Parcell share their experiences from BP, one of the world's leading knowledge organisations. It is a practical, pragmatic workbook packed with hints and tips to help managers put knowledge management into action immediately.
Creating Places Where People Love to Work
Leslie Yerkes
A Guide to Positive Behind-the-scenes Management
Gerard Egan
a Process of Learning and Changing
W. Warner Burke
Chris Argyris
Meinolf Dierkes (Editor), Ariane Berthoin Antal (Editor), John Child (Editor), Ikujiro Nonaka (Editor)
Synopsis:
In an era of far-reaching changes, organizational learning and knowledge creation are high on the agenda of social scientists, managers, and consultants worldwide as they seek to adapt to new environments. This work provides a comprehensive overview of how the concept of organizational learning emerged, how it has been used and debated, and where it may be going. It summarizes the state of the art and provides a full account of the diverse approaches, themes, issues, and debates of the field. The handbook unites a team of international authors, who examine both the central themes and key emerging issues. The coverage extends beyond the American tradition to include the experiences of Europe, Asia, and the Middle East. The book opens with chapters drawing insights from various social science approaches. The following sections examine fundamental issues concerning the external triggers, factors and conditions, agents, and processes of organizational learning. Subsequent chapters review the subject within a global context, looking in particular at processes of interorganizational learning and knowledge transfer.
(Amazon.co.uk) Reviews at Amazon.co.uk
An Experiential Approach
David A. Kolb, Joyce S. Osland, Irwin M. Rubin
Building the Helping Relationship
Edgar H. Schein
A Gestalt Approach
Edwin C. Nevis
New Mindsets for Seeing, Organizing and Managing
Gareth Morgan
Synopsis:
Gareth Morgan's worldwide reputation in the fields of management and organization studies is based on his innovative method of using everyday metaphors to explain complex behaviour. (amazon.co.uk)
Strategic Choices for Organizations and Society
Will McWhinney
Peter M. Senge
Review:
Peter Senge, founder of the Centre for Organisational Learning at MIT's Sloan School of Management, experienced an epiphany while meditating one morning back in the fall of 1987. That was the day he first saw the possibilities of a "learning organisation" that used "systems thinking" as the primary tenet of a revolutionary management philosophy. He advanced the concept into this primer, originally released in 1990, written for those interested in integrating his philosophy into their corporate culture.
The Fifth Discipline has turned many readers into true believers; it remains the ideal introduction to Senge's carefully integrated corporate framework, which is structured around "personal mastery", "mental models", "shared vision", and "team learning". Using ideas that originate in fields from science to spirituality, Senge explains why the learning organisation matters, provides an unvarnished summary of his management principles, offers some basic tools for practising it, and shows what it's like to operate under this system. The book's concepts remain stimulating and relevant as ever. (Howard Rothman, Amazon.com)
Robert L. Flood
Ricardo Semler
Alastair Rylatt
Laurie Mullins
Mike Pedler, John Burgoyone, Tom Boydell
(The Mike Pedler Library)
Mike Pedler, Kath Aspinall
"I found the book full of wise insights, thought-provoking questions and starkly put dilemmas. For people interested in the theory of the learning organisation, and particularly those interested in developing their practice, this book provides many useful route-maps, signposts and warning notices."
(Reviewed by David Megginson, Sheffield Business School)
Synopsis:
This work, taking as its premise the argument that learning is vital for today's organizations, defines what a "learning organization" is; suggests how a learning organization can learn; offers information on what can go wrong; and shows how to create a learning organization and a "good society".
(amazon.co.uk)
Chris Argyris, Donald Schon
Synopsis:
This text provides coverage of the three crucial types of organizational learning: single-loop learning, double-loop learning and duetero-learning. The book features examples to help develop effective ways to diagnose and intervene at two levels: organizational and individual.
Chris Argyris
David A. Garvin
A Practitioner's Guide
Ian McGill, Liz Beaty
A Practical Guide
Krystyna Weinstein
Mike Pedler
Synopsis:
Action Learning is a method of solving problems in groups and bringing about beneficial change for individuals, teams and organizations. This guide introduces Action Learning and offers advice on how to promote it within an organization. Checklists and questionnaires for activities are included. (amazon.co.uk)
Jo Cumming, Ian Hall
Charles B. Handy
Synopsis:
This version of "Understanding Organisations" covers the same topics as the original text but with updated information.
Charles Handy
Synopsis:
This volume is an anthology of 21 ideas which should change the way people see their world, and help them to organize it better. It contains anecdotes, commentary and questions which challenge the reader and help them apply each idea to their particular situation.
Charles Handy
The Hungry Spirit, by esteemed British business guru Charles Handy, is an extraordinarily eloquent and original treatise on the discomfort that many feel as a result of the overriding quest for corporate profit and personal advancement. Offering a carefully considered and compelling alternative vision, the book challenges the status quo on everything from capitalism and organization to goal-setting and morality. With nods to Kant, Keynes, Sartre and Drucker, The Hungry Spirit is not your usual business tome, but that, of course, is part of Handy's plan.
(Amazon.co.uk)
Synopsis:
An analysis of the author's philosophy of organizations and the individual in a changing social, business and political environment. It shows how materialist capitalism is self-limiting, how efficiency may be the enemy of cohesive society, and examines the false certainties of science and religion.
Charles Handy
Synopsis:
Following on from "The Age of Unreason", Charles Handy puts forward some radical arguments in this book for the future not only of organizations, but for the individuals who work in them.
Charles Handy
Synopsis:
A collection of essays on work and organizational life in which the author shares his reflections on a changing world. He advocates compromise as the path to progress, and urges organizations to give more freedom to individual employees, to maintain a balance of commitment and creativity.
Charles A. O'Reilly, Jeffrey Pfeffer
Synopsis:
This work argues that how a firm creates and uses talent is far more important than how the firm attracts talent. Detailed case studies of several organizations illustrate how long-term success comes from value-driven, interrelated systems that align good people management with corporate strategy. The reader is encouraged to discover for themselves how seven different firms maximize talent, why one firm has not fully released the hidden value in its work force, and most importantly, how the winning ones have made it tough for competitors to imitate them. Collectively, the stories reveal a common path to success that places values before strategy; emphasizes implementation over planning and focuses on getting the best out of all employees, not just individual stars. (Amazon.co.uk)
Making Learning Count
Victoria J. Marsick, Karen E. Watkins
Jane McGruder Watkins, Bernard J. Mohr
Book Description:
For the past 15 years the authors have worked closely with colleagues to develop the emerging issue of Appreciative Inquiry (AI), a process for fostering positive and strength based change, as a theory and practice that can be used by OD professionals and managers/leaders of organizations, groups and communities. They have seeded the AI process across the globe and are now seeing a continually increasing interest in its use. In the light of 15 years of practice adapting AI to many cultures, types of organizations, and multiple "presenting issues," this is now a proven process that OD consultants, organizational leaders and managers, and the academic community are finding eminently innovative, energizing, and useful.
Synopsis:
This title combines theory, an explanation of the reason that Appreciative Inquiry (AI) is transformative, and practical designs for various kinds of AI/OD interventions paired with case studies where the interventions have been used successfully. The book includes a complete explanation of AI from its historical and theoretical roots to its practice and impact in organizations presented in the context of the rapidly changing environment in which we live and work. (amazon.co.uk)
See more books about Appreciative Inquiry
Volume One: Using Appreciative Inquiry to Bring Out the Best in Your Organization
Diana L. Whitney, David L. Cooperrider, Amanda Trosten-Bloom
See more books about Appreciative Inquiry
Francoise Chevalier (Editor), Michael Segalla (Editor)
Bruce Nixon
David L. Cooperrider, Jane E. Dutton
COMPLEXITY IN ORGANISATIONS
THE BEST OF THE ACTIVE REVIEWING GUIDE
by
Roger Greenaway
The Emerging Science at the Edge of Order and Chaos
M.M. Waldrop
Life at the Edge of Chaos
Roger Lewin
Lessons from Complexity Science
Edwin E. Olson (Author), Glenda H. Eoyang (Author), Richard Beckhard, Peter Vaill
(Complexity and Emergence in Organizations)
Philip J. Streatfield
Learning and Knowledge Creation
Ralph D. Stacey
Jose Fonseca
Synopsis:
People in organizations often speak of innovation as if it were the ultimate new idea, one that would finally deliver them from the pressures of competition if they could only make the right choice. Since they believe that innovation is the realization of a rationally chosen goal, it is difficult to explain, even to themselves, why they never reach this promised land, and must keep innovating. From the perspective of rational choice, one can only conclude that failure to identify an innovation in advance is due to incompetence, and this inevitably leads to frustration and anxiety. "Complexity and Innovation in Organizations" takes a different approach. Innovation is shown to be simply a new patterning of our experiences of being together, as new meaning emerging from ordinary, every-day work conversations. Viewed from a complex responsive processes perspective, innovation feels less menacing and becomes a challenging, exciting process of participating with others in the evolution of work. (amazon.co.uk)
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