Sculpting the Learning Organization: Lessons in the Art and Science of Systemic Change
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More About This Title Sculpting the Learning Organization: Lessons in the Art and Science of Systemic Change
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KAREN E. WATKINS is associate professor, Department of Adult Education, University of Georgia, Athens. She has served as a consultant for numerous organizations including Motorola, Texas Instruments, and Chevron. Her previous books include Facilitating Learning in the Workplace (1991). VICTORIA J. MARSICK is associate professor of adult and continuing education and codirector, Adult Education Graduate Programs, at Teachers College, Columbia University. She has consulted worldwide for international agencies and U.S. firms including AT&T, Exxon, and CIBA-GEIGY. Her previous books include Learning in the Workplace and Professionals' Ways of Knowing (with H. K. Morris Baskett, 1992). Watkins and Marsick are also coauthors of Informal and Incidental Learning (1990).
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Part One: Learning as a Way of Organizing
1. A Framework for the Learning Organization
2. The Continuously Learning Individual: Integrating Work and Learning
3. Supporting the Continuous Learner: Formal and Informal Training Strategies
Part Two: Teams That Learn
4. Inquiry in Action: Making Collaborative Learning Possible
5. Learning Together: The Team Process
6. Enhancing Team Learning: Three Approaches to Learning Through Action
Part Three: Organizations That Learn
7. Making the Transition: How Organizations Learn and Change
8. Redesigning Work: Organizations That Are Making Promising Changes
9. Empowering People Toward a Collective Vision
10. Organizations and the Community: Supporting the InterdepAndence of Organizations, Families, and Society
Part Four: Facing the Challenge
11. Overcoming Barriers to Change
12. Envisioning the Future: Portrait of a Learning Organization
1. A Framework for the Learning Organization
2. The Continuously Learning Individual: Integrating Work and Learning
3. Supporting the Continuous Learner: Formal and Informal Training Strategies
Part Two: Teams That Learn
4. Inquiry in Action: Making Collaborative Learning Possible
5. Learning Together: The Team Process
6. Enhancing Team Learning: Three Approaches to Learning Through Action
Part Three: Organizations That Learn
7. Making the Transition: How Organizations Learn and Change
8. Redesigning Work: Organizations That Are Making Promising Changes
9. Empowering People Toward a Collective Vision
10. Organizations and the Community: Supporting the InterdepAndence of Organizations, Families, and Society
Part Four: Facing the Challenge
11. Overcoming Barriers to Change
12. Envisioning the Future: Portrait of a Learning Organization
English
"This is not a 'flavor of the month' management book; this is a 'blueprint for organizations in the 21st Century.'" —Dr. Marie Volpe, former manager, education & development, Exxon Research & Engineering Company
"Those of us helping our organizations become more proficient in learning will benefit from this thoughtful, comprehensive, and timely work." —Katharine C. Weldon, director of education methods, Ernst & Young
