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Bezig met laden... Learn or Die: Using Science to Build a Leading-Edge Learning Organization (Columbia Business School Publishing)door Edward Hess
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Meld je aan bij LibraryThing om erachter te komen of je dit boek goed zult vinden. Op dit moment geen Discussie gesprekken over dit boek. I would love to give it more stars - I have been reading many books like this and this is a synthesis of many. The reason I have not rated it higher is his central case for a "learning culture" is not really empirically supported by the examples he gives. The sample set is too small - to use 6-8 examples of firms with the culture the author recommends. It is however an interesting read and worth doing even if just for the extreme examples that come out of Bridgewater !! ( ) A good reminder from Edward Hess that learning begins with the self and in an organization it starts at the top. Learning requires a tremendous amount of humility, which is a more challenging state to find yourself in if success has always come easy. Hess identifies three mindsets that enhance the learning process: (1) accept the magnitude of our ignorance, (2) realize everything we think we know is conditional and subject to change based on new evidence, and (3) we have to define our self-worth by striving to be the best learner we can be, not by what we believe or think we know. He defines three important meta skills for learning: (1) metacognition, (2) meta-communicating, and (3) meta-emotions. We need to be able to step outside ourselves and our organizations and understand how we perceive and process information, how we communicate, and how it plays on our emotions. In order for all of this to occur, leaders need to promote an open, transparent learning environment that invites questions, honesty, and brutal criticism. Without being able to identify weakness and failure in ourselves and others, we can't improve, we can't learn, we can't grow, we can't progress. Hess pulls in some great examples for large organizations where these cultures have been cultivated to varied degrees and in different manners. geen besprekingen | voeg een bespreking toe
To compete with today's increasing globalization and rapidly evolving technologies, individuals and organizations must take their ability to learn-the foundation for continuous improvement, operational excellence, and innovation-to a much higher level. In Learn or Die, Edward D. Hess combines recent advances in neuroscience, psychology, behavioral economics, and education with key research on high-performance businesses to create an actionable blueprint for becoming a leading-edge learning organization. Learn or Die examines the process of learning from an individual and an organizational standpoint. From an individual perspective, the book discusses the cognitive, emotional, motivational, attitudinal, and behavioral factors that promote better learning. Organizationally, Learn or Die focuses on the kinds of structures, culture, leadership, employee learning behaviors, and human resource policies that are necessary to create an environment that enables critical and innovative thinking, learning conversations, and collaboration. The volume also provides strategies to mitigate the reality that humans can be reflexive, lazy thinkers who seek confirmation of what they believe to be true and affirmation of their self-image. Exemplar learning organizations discussed include the secretive Bridgewater Associates, LP; Intuit, Inc.; United Parcel Service (UPS); W. L. Gore & Associates; and IDEO. Geen bibliotheekbeschrijvingen gevonden. |
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Google Books — Bezig met laden... GenresDewey Decimale Classificatie (DDC)658.3Technology Management and auxiliary services Management Of PersonnelLC-classificatieWaarderingGemiddelde:
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