Strategic Organizational Learning ^{2nd Ed.}

Strategic Organizational Learning is written by a practitioner who is internationally known for offering practical guidance to senior executives, HR directors, and consultants who are responsible for organizational learning and knowledge management.

• Part I. Foundations of Organizational Learning
1. Strategic Learning
• From Training to Organizational Learning (OL)
• Purpose of This Book
• OL Practitioners
• Practice Log 1.1 — My History With Change Efforts
• Strategic Learning
• Growing Need for OL Consultants
• References
2. Motivation, Learning & Development
• Motivational Theories
• Maslow & Alderfer
• Behavioral Theory & Motivation
• Cognitive Theory & Motivation
• Beitler's Motivation Model
• Self-Confidence & Motivation
• Adult Learning Theories
• Behaviorists vs. Cognitivists
• Implications of the Two Approaches
• Assimilation & Accommodation
• Social Learning Theory
• Pedagogy vs. Andragogy
• Adult Development Theories
• Trait Models
• Stage Models
• Interactional Models
• Summary
• References
• Part II. Organizational Learning in the 21st Century
3. Traditional Training
• Phase I: Assessing
• Organizational Analysis
• Job Analysis
• Person Analysis
• The Goal of Assessing (NA)
• Phase II: Designing
• Facilitation of Learning & Transfer
• Training Methods
• Phase III: Conducting
• Lecture w/Discussion
• Games & Simulations
• On-the-Job Training (OJT)
• Phase IV: Evaluating
• Summary
• References
4. Self-Directed Learning & Learning Agreements
• Self-Directed Learning
• Malcolm Knowles
• Long & the Guglielminos
• Tools to Determine Appropriate Use of SDL
• SDL in the Workplace
• Using Both SDL & Teacher-Directed Learning
• Learning Agreements
• Capture of Individual Learning
• Steps in Writing a Learning Agreement
• Using SDL & Learning Agreements
• Promoting Individual Learning
• Rewarding Individual Learning
• Capturing Individual Learning
• Practice Log 4.1 — Who benefited?
• Benefiting from Individual Learning
• Summary
• References
5. Knowledge Capture & Transfer
• Codification vs. Personalization
• Codification Systems
• Limitations of Codification Systems
• Personalization Systems
• Practice Log 5.1 — The Open Source Community
• Straddling
• Determining the Primary KM Strategy
• Rewards
• Communities of Practice
• Origins of the Concept
• The Value of CPs
• The Structure of CPs
• Cultivating CPs
• The Community Coordinator
• Life Stages of CPs
• Summary
• References
6. Management & Professional Development
• Assessment
• In-House vs. External Assessment
• Assessment Instruments
• Development
• Coaching/Mentoring
• Behavior Modeling
• Experiential/Sensitivity Training
• Job Rotation
• Cross-Cultural Training
• Career Planning
• Performance Management
• Goal Setting and Performance Appraisal
• Rewards and Guidance Counseling
• Succession Planning
• Aligning with the Strategic Plan
• Identifying Key Positions
• Identifying Candidates
• Real-Time Learning
• Line Ownership
• Integrating with Other Activities
• Summary
• References
7. Expatriate Training & Support
• High Failure Rates
• The Cost of the Problem
• The Four-Phase Training Model
• Self-Awareness
• General Awareness of Cultural Differences
• Specific Knowledge Acquisition
• Specific Skills Training
• The Beitler & Frady Model
• Assessment
• Individualized Learning Agreements
• Pre-Departure Training/Orientation
• E-Support During Foreign Assignment
• Periodic Re-Assessment
• Learning Agreement Revisions
• Ongoing E-Support
• Who's Involved
• The Role of Technology
• Cross-Cultural Design Issues
• Capabilities & Readiness
• Oechsler's Research
• Hofstede's Research
• Trompenaars' Work
• Universalism versus Particularism
• Individualism versus Communitarianism
• Neutral versus Emotional
• Specific versus Diffuse
• Achievement versus Ascription
• Attitudes toward Time
• Attitudes toward Nature & Human Nature
• Implications for Cross-Cultural Design
• References
8. Corporate Universities
• The CU Model
• Meister's Ten Goals & Principles
• Designing a CU
• Meister's Design Guidance
• Designing the CLO Position
• Developing External Learning Partnerships
• Partnering with Independent Vendors
• Partnering with Value Chain Members
• Partnering with Traditional Universities
• Best of Both Worlds
• Customized Programs
• The Multi-Company Consortium
• Possible Structures and Scope
• Trilogy's Boot Camp
• References
9. Career Development
• Who is Responsible?
• Career Development Models
• Erikson's Eight-Stage Model
• Levinson's "Seasons" Model
• Greenhaus' Five-Stage Model
• Hall's Protean Career Model
• Brousseau's Four Career Paths
• Implications for Career Development
• Roles in Career Development
• The Individual's Role
• The Supervisor's Role
• The HRD Professional's Role
• Organizational Activities & Programs
• Employee Self-Assessment
• Individual Counseling
• In-House Information Exchanges
• Organizational-Potential Assessments
• Development Programs
• Other Career Development Issues
• Summary
• References
  
10. Consulting Skills
• Process Consulting
• Three Consulting Approaches
• The Psychodynamics of Helping
• All the Things You Don't Know
• Active Inquiry
• Face Work
• Summary of Process Consulting
• Performance Consulting
• The Practice Model
• Partnering Phase
• Assessing Phase
• Implementing Phase
• Measuring Phase
• Summary of Performance Consulting
• Other Consulting Skills
• Appreciative Inquiry
• Ellis's Model of Perception
• References
11. The Future of Organizational Learning
• Twelve Bold Predictions
• ASTD's 2004 Competency Study
• Competencies
• Areas of Expertise
• Roles
• Raymond Noe's Predictions
• ASTD's 60th Birthday
• Some Final Predictions
• References
• Appendices
• Annotated Bibliography
• Comprehensive Reference List

I really like this author, but I was a bit let down by this book. It felt a bit too academic and too US-centered. But it was an excellent overview about organisational learning, it just missed that little extra that makes you go back to a book.

And it assumes that you already knows the field, as it lacks any in-depth explanations and context sometimes.