Leading Organizational Learning: Harnessing The Power Of Knowledge

Leading Organizational Learning shows readers how to locate, share, and use information more efficiently. It gives leaders the know-how to enhance organizational learning, developing and refining methods and practices that facilitate the flow of information into and within an organization. This is a best of the best collection from a global group of thought and industry leaders and will be an invaluable handbook for those leaders and managers who need to share information, learning, and knowledge to be successful.

Table of contents :
Figures and Exhibits
Foreword (Niall FitzGerald)
Foreword (Frances Hesselbein)
Preface
Acknowledgments
Part I: Challenges and Dilemmas
· Why Aren’t Those Specials Selling Today?
· Five Dilemmas of Knowledge Management
· Effectively Influencing Up: Ensuring that Your Knowledge Makes a Difference
· Where “Managing Knowledge” Goes Wrong and What to Do Instead
· Knowledge Management Involves Neither Knowledge nor Management
Part II: Processes that Work
· The Real Work of Knowledge Management
· Tangling with Learning Intangibles
· When Transferring Trapped Corporate Knowledge to Suppliers is a Winning Strategy
· Informal Learning: Developing a Value for Discovery
· The Company as a Marketplace for Ideas: Simple but Not Easy
· Knowledge Mapping: An Application Model for Organizations
· Just-in-Time Guidance
Part III: Leaders Who Make a Difference
· What Leading Executives Know-and You Need to Learn
· Rethinking Our Leadership Thinking: Choosing a More Authentic Path
· Learning at the Top: How CEOs Set the Tone for the Knowledge Organization
· Unleash the Learning Epidemic
· Leading: A Performing Learning Art
· What’s the Big Idea? The “Little Things” That Build Great Leadership in Organizations
Part IV: Changes for the Future
· Learning Stored Forward: A Priceless Legacy
· Developing New Ideas for Your Clients-and Convincing Them to Act
· Making Knowledge Move
· The Role of Change Management in Knowledge Management
· Building Social Connections to Gain the Knowledge Advantage
Part V: Case Studies and Examples
· Some Key Examples of Knowledge Management
· Leadership and Access to Ideas
· Capturing Ideas, Creating Information, and Liberating Knowledge
· Learning at the Speed of Flight
· The Audacity of Imagination: How Lilly is Creating “Research Without Walls”
· Developing a Learning Culture on Wall Street: One Firm’s Experience
Notes
Index

Market Description :
· CEOs
· HR Directors
· Chief Knowledge Officers
· Chief Learning Officers
· Other Leaders

About Author :

Marshall Goldsmith is a best-selling author and editor of fourteen books including Coaching for Leadership, and Leader of the Future. He is one of the world's foremost authorities in helping leaders achieve positive, measurable change behavior. Marshall is a founding director of A4SL-The Alliance for Strategic Leadership, a consulting organization that includes over 100 top professionals in the field of leadership development. He was listed in Forbes magazine as one of the five top executive coaches and in Human Resources magazine as one of the world's leading HR consultants. He is a Wall Street Journal "top ten" executive educator. He lives in Rancho Santa Fe, CA.

Frances Hesselbein is chairman of the board of governors of the Peter F. Drucker Foundation for Nonprofit Management and editor-in-chief of its journal Leader to Leader. She is also the lead editor for the best-selling Drucker Foundation Future Series. Hesselbein served as CEO of the Girl Scouts of the U.S.A. from 1976 to 1990 and was awarded the Presidential Medal of Freedom, the United States' highest civilian honor, in 1998. She lives in New York, NY

Alexander (Sandy) Ogg is currently a Senior VP at Unilever. Previously, he was Sr. VP for the Office of Leadership and Performance at Motorola. At Motorla, Ogg was responsible for leadership development, organizational learning and performance.

Howard Morgan is a Director of Leadership Research Institute (Dba Keilty, Goldsmith & Company). Howard specializes in executive coaching as a strategic change management tool leading to improved customer and employee satisfaction and overall corporate performance.