Free PDF The Organizational Learning Cycle: How We Can Learn Collectively, by Nancy M. Dixon
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The Organizational Learning Cycle: How We Can Learn Collectively, by Nancy M. Dixon
Free PDF The Organizational Learning Cycle: How We Can Learn Collectively, by Nancy M. Dixon
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The Organizational Learning Cycle was the first book to provide the theory that underpins organizational learning. Its sophisticated approach enabled readers to not only understand how, but more importantly why, organizations are able to learn. This new edition takes the original concepts and theories and shows how they might, and are, being put into action. With five new or completely revised chapters, Nancy Dixon describes the kind of infrastructure organizations need to put in place; there are examples of knowledge databases, whole systems in the room processes and after-action reviews originating from organizations that are making real progress with these ideas. A clearer relationship between organizational learning and more participative forms of organizational governance is drawn, along with responsibilities that employees need to take on to enable, and partake in, collective learning. With new case material from BP, the US Army, Ernst and Young, and the Bank of Montreal, for example, this book shows how you can make use of the collective reasoning, intelligence and knowledge of the organization and channel it into its ongoing and future development.
- Sales Rank: #2677757 in Books
- Brand: Brand: Gower Pub Co
- Published on: 1999-04-28
- Original language: English
- Number of items: 1
- Dimensions: 9.50" h x 6.50" w x .75" l, 1.19 pounds
- Binding: Hardcover
- 264 pages
- Used Book in Good Condition
Review
'i judge the new material and additional insights fully justify buying a new copy even if you have the old. ...The last five years have seen many useful additions to the literature, but Nancy Dixon's book remains my first choice for straightforward, helpful and thorough coverage of the issues and practice. The book is practical, illuminating and wide ranging, and with quite enough example to give it life for those who are seeking practical solutions to practical problems. I highly recommend it to everyone directly concerned with enhancing learning in their organization.' Emergence: Complexity and Organization (March 2006) '... the return of a new and expanded edition is very welcome ... Nancy Dixon's book remains my first choice for straightforward, helpful and thorough coverage of the issues and practice ... practical, illuminating and wide ranging, and with quite enough examples to give it life for those who are seeking practical solutions to practical problems. I highly recommend]d it to everyone directly concerned with enhancing learning in their organisation (is there anyone who is not or should not be?) ... well organised, well summarised, and well referenced' Bookwatch 'it is an excellent guide to the underlying principles of organisational learning and sets out clear templates which the serious and committed manager can use to create a detailed individual plan for his or her own organisation.' Knowledge Management 'After an excellent introductory chapter, various challenges are posed and an organisational learning cycle is well illustrated by the use of interesting examples ... Chapter one begins "We have entered the Knowledge Age, and the new currency is learning." Any Chartered Secretary and manager needs to sit up and take notice.' Chartered Secretary
About the Author
Nancy M. Dixon is Associate Professor of Administrative Science at The George Washington University. She has worked with numerous organizations to create new innovative methods of workplace learning. She consults with companies such as Lockheed Martin, Unisys and Conoco. Nancy is the author of numerous articles on organizational learning, Action Learning and dialogue and has contributed to a number of books on the subject of Action Learning.
Most helpful customer reviews
8 of 8 people found the following review helpful.
A classic guide to effective organizational learning
By Bill Godfrey
A new edition of this 1994 classic on organisational learning. Based round use of a variant of the Kolb cycle, it is a valuable practical and theoretical guide to enhanced organisational learning. It is extensively revised, with valuable new material.
When it was first published in 1994, it immediately became a definitive text on organisational learning. The second edition builds on the first, with five new or revised chapters and incorporation of useful case study material of successful organisational learning [I judge that the new material and additional insights fully justify buying a new copy even if you have the old.]. The last five years have seen many useful additions to the literature, but Nancy Dixon's book remains my first choice for straightforward, helpful and thorough coverage of the issues and practice.
The book is practical, illuminating and wide ranging, and with quite enough examples to give it life for those who are seeking practical solutions to practical problems. I highly recommend it to everyone directly concerned with enhancing learning in their organisation (is there anyone who is not or should not be?). Even if you have no time for reading, you should at least read the Preface and Introduction.
It is worth quoting the four main themes listed in the Preface in full:
"Learning is part of work and work involves learning; these are not separate functions but intertwined; the separation we have made of them is artificial and often does not serve us well.
Learning is not only or even primarily about obtaining correct information or answers from knowledgeable others; it is fundamentally about making meaning out of the experience we and others have in the world. Organizational learning results from intentional and planned efforts to learn. Although it can and does occur accidentally, organizations cannot afford to rely on learning through chance.
As a collective we are capable of learning our way to the answers we need to address our difficult problems. It is ourselves we must rely on for these answers rather than experts, who can, at best, only provide us with answers that have worked in the past."
For a great many organisations these principles call for a major shift from current practice and the author shows how to achieve this.
The book is well organised, well summarised, and well referenced, which makes it very accessible.
2 of 2 people found the following review helpful.
A classic guide to effective organizational learning
By Bill Godfrey
A new edition of this 1994 classic on organisational learning. Based round use of a variant of the Kolb cycle, it is a valuable practical and theoretical guide to enhanced organisational learning. It is extensively revised, with valuable new material.
When it was first published in 1994, it immediately became a definitive text on organisational learning. The second edition builds on the first, with five new or revised chapters and incorporation of useful case study material of successful organisational learning [I judge that the new material and additional insights fully justify buying a new copy even if you have the old.]. The last five years have seen many useful additions to the literature, but Nancy Dixon's book remains my first choice for straightforward, helpful and thorough coverage of the issues and practice.
The book is practical, illuminating and wide ranging, and with quite enough examples to give it life for those who are seeking practical solutions to practical problems. I highly recommend it to everyone directly concerned with enhancing learning in their organisation (is there anyone who is not or should not be?). Even if you have no time for reading, you should at least read the Preface and Introduction.
It is worth quoting the four main themes listed in the Preface in full:
"Learning is part of work and work involves learning; these are not separate functions but intertwined; the separation we have made of them is artificial and often does not serve us well.
Learning is not only or even primarily about obtaining correct information or answers from knowledgeable others; it is fundamentally about making meaning out of the experience we and others have in the world.
Organizational learning results from intentional and planned efforts to learn. Although it can and does occur accidentally, organizations cannot afford to rely on learning through chance.
As a collective we are capable of learning our way to the answers we need to address our difficult problems. It is ourselves we must rely on for these answers rather than experts, who can, at best, only provide us with answers that have worked in the past."
For a great many organisations these principles call for a major shift from current practice and the author shows how to achieve this.
The book is well organised, well summarised, and well referenced, which makes it very accessible.
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