Making Sense of Organizational Learning

The ability of a business to engage in real organisational learning and to do so faster and in a more sustainable way than its competitors is being increasingly seen as an essential component of success. In Making Sense of Organisational Learning, Cyril Kirwan examines the wide range of factors nece [...]
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The ability of a business to engage in real organisational learning and to do so faster and in a more sustainable way than its competitors is being increasingly seen as an essential component of success. In Making Sense of Organisational Learning, Cyril Kirwan examines the wide range of factors necessary to create and sustain organisational learning and knowledge at all levels. At the individual level, the generation of continuous learning opportunities and reflection on experiences are critically important. At the team level, it's about encouraging collaboration, team learning and the sharing of knowledge. At the organisational level, the emphasis is on building systems to capture and share knowledge and providing strategic leadership for learning. The book shows you how you can best exploit the knowledge that already exists within your organisation while at the same time develop the capability of the people that work there. It deals in turn with individual learning; learning with others; learning in organisations; and in particular the role of the HR function and of line managers. Each chapter provides theoretical background and real-world examples.Diagnostic questionnaires, checklists and other tools are also included.Making Sense of Organisational Learning provides an evidence-based argument for the adoption of effective organisational learning policies and practices, and offers a real opportunity to improve performance. Thinking practitioners working in and around learning and development or organisation development will find it invaluable, as will those undertaking post-graduate study in HR and related disciplines.