To create a learning organization, learning must be integrated as a regular part of the job. Written for managers on all levels, this book explores what is takes to become a learning organization, using case studies to demonstrate why learning is important and how to achieve on-going learning success. The individual's learning responsibility is also discussed, including attitudes to learning, stages, and risk taking. Table of Contents Part 1: Why Become a Learning Organization?
Learning Organization Checklist
What Is a Learning Organization?
Why Is Learning So Important Now?
What’s the Investment?
Who’s Responsible for Learning? Part 2: What It Takes to Become a Learning Organization
Tools Important to a Learning Organization
The Tools and Their Continuums
Getting—and Keeping—the Learning Edge Part 3: The Organization’s Responsibility for Learning
Organizational Attitudes Toward Learning
Barriers to Learning
Managing Organizational Learning
Determining What Type of Learning Is Needed
Developing Resources—and Resourcefulness—in Learning Part 4: The Individual’s Responsibility for Learning
Attitudes to Cultivate in Individual Learners
The Stages of Learning
Openness to Learning
Risk Taking
Your Personal Responsibility for Learning
Creative or Reactive/Responsive?
The Seven Intelligences
Five Strategies to Manage Creative Tension
Summary Objectives To explain commitment to learning by the organization To explain commitment to learning by the individual To explain training opportunities
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