Topic: Organizational Learning

Showing 10 of 367 results (by popularity)

An Organizational View from the Bottom Up

New World Dictionary defines “manage” as “to train (a horse) to go through its paces, to manipulate, control the behavior and or movement of.” “Support” …

Dialogue: The Power of Collective Thinking

The way people talk together in organizations is rapidly becoming acknowledged as central to the creation and management of knowledge. According to Alan Webber, …

Saturn Strains Under Success

Saturn, General Motors’ bold experiment in car manufacturing, is running into troubled times. Revolutionary no-haggle prices and a strong reputation for quality made Saturn …

Paradigm-Creating Loops: How Perceptions Shape Reality

We are in the midst of an unprecedented upheaval — a fundamental shift in the structure and nature of business. According to Fortune magazine, …

Learning to Learn: A New Look at Product Development

At Ford Motor Company, we know how to design cars. We have the engineering, the technology, the Computer-Aided Engineering (CAE) tools. But we haven’t …

Using “Shifting the Burden” to Break Organizational Gridlock

Something there is that doesn’t love a wall,” wrote American poet Robert Frost in his poem “Mending Wall.” As the speaker and his neighbor …

The Next Great Frontier: Designing Managerial & Social Systems

The 1990s are shaping up to be a decade of dramatic changes. The recent shake-ups at IBM and General Motors are ominous signs that …

Creating Learning Organizations

The “learning organization” is fast becoming a corporate buzzword. Many companies are jumping on the bandwagon without really understanding what a learning organization is, or …

Putting Best Practices into Practice

Seeking out and spreading best practices throughout an organization — particularly a large organization — provides significant strategic advantages. The idea of identifying and …

Double-Loop Accounting–A Language for the Learning Organization

If accountants (“those bean-counters”) are so dumb and we (“who really know this business”) are so smart, why do they run our companies? We complain …