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Learning Organization Tagged Articles



The Learning Organization and the Leading Learner
What is a learning organization? How does a leading learner transform the typical organization from one of mediocrity to a machine of excellence? The Harvard Business Review states that only 10% of people have a learning mindset. These are people that constantly seek out and absorb learning. I call these people leading learners when they also happen to occupy a leadership position within an organization.

Accelerate the Pace of Change
It may seem counter-intuitive, but the best way to lead in a time of accelerating change is to keep the foot on the accelerator.

Gaining Competitive Edge Through Learning
Learning can help give our organization the competitive edge, taking the lead when you'll need it the most. This article focuses on just that; how to gain that edge and keep ahead of the curve.

Why the Classroom is Still King & Other Training Myths
Arupa Tesolin takes a look at how training is evolving and how formal training, while still very relevent is being supplemented by informal peer training.
SMART Organizational Goals
This article is designed to provide you with a tried and true approach to organizational goal setting. The best goals are smart goals. SMART is a handy acronym for the five characteristics of well-designed goals. SMART goals make for smart organizations. In our experience, many supervisors and managers neglect to work with their employees to set goals together.
Effecting Successful Change Management Initiatives
In too many situations the carnage of change has resulted in a significant amount of waste and anguish in organizations. Useful change tends to be associated with a multi-step process that creates power and motivation that is sufficient to overwhelm all the sources of apathy.

Knowledge And The Intellectural Capital Of The Organization
In the new economy of the millennium, knowledge has emerged as an asset to be valued, developed and managed. The quest for knowledge is not new: in the fourth century BC, Aristotle noted "All men by nature desire knowledge." Now, 25 centuries later, knowledge drives the global economy. No longer is knowledge considered only an individual's personal wisdom; knowledge is a component of the intellectual capital of organizations (Stewart 1997).

Other Learning Organization Related Articles

Learning Organizations is Action Oriented
Execute. Implement. Stop talking and do something. Actions speak louder than words. If you have a learning organization, it needs to be a doing organization too. No matter how you put it, the evidence is rolling in: The distinction between so called “old economy” and “new economy” companies are overblown. Regardless of industry, knowing what to do isn’t enough. Those companies and business units that dominate their competitors win by turning knowledge into action.
Habits: Good or Bad, they drive current performance
It is what people do and how they do it that creates the current state of an organization, especially those in leadership and management positions. If one does not question both what and how we do things, we will continue to do them the same way.Here are the steps to changing a habit or creating a new one. These same steps are related to learning a new task as well, and can be applied to developing a new way of thinking or attitude as well as to a physical action or behaviour. All new learning or change must go through this process.
Redefinition of Leadership
Ever wonder what strategies work to have successful leadership within an organization? As times continue to change, so do the tried and true standards. Business standards are evolving to keep up with the influx of the new standards of life in the 21st century. This article will help your organization stay ahead of the learning curve and not be left behind.

Going back to basics
Going back to basics and having focus on what made you successful in the start of your career (learning, learning, and learning) becomes vital in selling in 21st century. In fact, one of the rewards of a successful sales career is the stimulating learning process - it’s never dull unless that’s how you make it.
How to develop a learning organization?
Leadership, that encourages learning and teaching, that instills values like openness and courage, that celebrates ideas, that establishes a process way as culture, and that develops leaders at levels is essential for developing a learning organization. In order to build a learning organization, a sound leadership development process that starts at the top of the organization -at the board and CEO level – is necessary.
Be A Student
The wonderful thing I am learning about “learning”, and I am hearing it from many different locations all at once, is simply this; When you truly enter into an attitude of learning, rather than one of thinking that you know it all, and you give yourself permission to be open to other people’s ideas and suggestions, the frequency of learning opportunities becomes infinite, and your potential of greater success becomes assured.
The Learning Organization and the Leading Learner
What is a learning organization? How does a leading learner transform the typical organization from one of mediocrity to a machine of excellence? The Harvard Business Review states that only 10% of people have a learning mindset. These are people that constantly seek out and absorb learning. I call these people leading learners when they also happen to occupy a leadership position within an organization.

The Leader As Learner
There was a time when only the most senior and the most junior organization leaders really made learning a priority. Senior leaders learned because they were responsible for crafting a competitive business strategy, and junior leaders learned because they were seeking to earn their place in the organization. Today, learning is every leader’s business. We are in the early stages of a digital global economy that is completely dismantling and recreating our existing social and financial frameworks. Markets are volatile, talent is in short-supply, information is rapidly and broadly dispersed, and traditional organizations are flattening and losing their boundaries. Leaders can no longer simply rely upon their positional power, domain knowledge, technical expertise and exclusive access to information. Now they need to become great learners too
Innovation and Organizational Learning Pathways and Pitfalls: Part 3 of 3
Make sure that you and people throughout your organization spend lots of time in external benchmarking and "corporate tourism" mode, looking for good ideas to swipe. Many of the opportunities or problems you're facing now are old hat to somebody somewhere. Learning from other people's experiences - both the successes and the failures - can take years and millions of dollars off your learning curve.
Mastering Change Through Continuous Growth, Learning, and Improvement
To master or thrive on change, we need to embrace perpetual growth and development, continuous learning, and constant improvement. That's the stuff true change leadership is made of. The surface issue is our rate and type of change. The deeper issue is whether we are learning and improving so that change is another step forward in our progress to a brighter future. Are we steadily striving to build a better self, team, organization, and world? I've seen very few effective, and especially lasting, "change programs." But I have seen, and personally experienced, the power and payoffs of constant and habitual personal, team, and organization learning and improvement.

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