Most managers understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. This work introduces three modes of learning - intelligence gathering, experience, and experimentation - and shows how each mode is deployed.
THE CONCEPT OF the learning organization has been widely embraced as critical to survival in our knowledge economy. Now, respected expert on organizational behavior and learning David A. Garvin provides a hands-on guide to implementing a learning organization in practice. Based on decades of scholarship and a wealth of company examples, Garvin reveals how managers can improve their organizations' performance by increasing the breadth, depth, and speed of learning. "A manual for managers who want to improve their own communication skills, cultivate their abilities to handle conflict, and run more effective meetings."
