Creating a Learning Culture
Strategy, Technology, and Practice

Innovative approaches that put learning at the center of corporate strategy.

Marcia L. Conner (Edited by), James G. Clawson (Edited by)

9780521537179, Cambridge University Press

Paperback, published 17 June 2004

376 pages, 3 b/w illus. 4 tables
22.8 x 15.3 x 2.5 cm, 0.599 kg

'Quite simply the best book I have read on all that matters for getting better at getting better … Should be mandatory reading for educators and organization leaders everywhere.' Kantha Shelke, Corvus Blue LLC

Creating a Learning Culture features insightful essays from industry observers and revealing case studies of prominent corporations. Each chapter revolves around creating an environment where learning takes place each day, all day - fundamentally changing the way we think about how, what, and when we learn, and how we can apply learning to practice. For the first time contemporary work on this subject appears in one volume. Three sections address key aspects of learning culture: the modern business context and the importance of learning at every juncture; the organic and adaptive approaches organizational leaders can take to design enduring success; and the expanding role of individuals within organizations and the implications for business leaders, educators, technologists, and learners. Identifying the steps companies must take to remain competitive for years to come, this book explains how learning strategies applied to all aspects of every job can provide swift returns and lasting results.

Foreword Douglas K. Smith
Introduction John Seely Brown and Estee Solomon Gray
Part I. Perspectives on a Changing World: 1. Leading and learning with nobody in charge Harlan Cleveland
2. Our world as a learning system: a communities-of-practice approach William M. Snyder and Etienne Wenger
3. Developing talent in a highly regulated industry Karen Kocher
4. The invisible dogma Mitch Ratcliffe
5. Looking back on technology to look forward on collaboration and learning David Grebow
6. Using measurement to foster culture and sustainable growth Laurie Bassi, Karen L. McGraw and Dan McMurrer
Part II. Adaptive Approaches to Organizational Design: 7. Innovative cultures and adaptive organizations Edgar H. Schein
8. A relational view of learning: how who you know affects what you know Rob Cross, Lisa Abrams and Andrew Parker
9. Improved performance: that's our diploma Wendy L. Coles
10. The real and appropriate role of technology to create a learning culture Marc J. Rosenberg
11. The agility factor Eileen Clegg and Clark N. Quinn
12. Tools and methods to support learning networks Dori Digenti
Part III. Expanding Individual Responsibility: 13. Envisioning a learning culture: history, self-governing citizens, and no dancing elephants Brook Manville
14. Individual competencies and partnerships: the primary cultural influencers Brenda Wilkins
15. Learning culture in a global context Gunnar Brückner
16. Learning in the company of maniacs Garry O. Ridge
17. Trust, identity, reputation, and learning in organizations Cliff Figallo
Afterword Marcia L. Conner and James G. Clawson
Index.

Subject Areas: Organizational theory & behaviour [KJU], Business & management [KJ]