By Michael Marquardt
This re-creation of the groundbreaking guidebook places the motion in motion studying, truly demonstrating how and why this strong strategy for addressing state-of-the-art more and more complicated organizational demanding situations really works. From Saudi Arabia to Singapore, Sweden to South Africa, profiles of such worldwide a hundred leaders as GE, Sony, and Boeing inform the tale of the ability of motion studying to create new items, enhance carrier caliber, and remodel organizational cultures for aggressive virtue and sustained luck. The absolutely revised version comprises examples from the governmental and non-profit international, in addition to providing up new greater wondering options and artistic techniques for organizational improvement.
Read Online or Download Optimizing the Power of Action Learning: Real-Time Strategies for Developing Leaders, Building Teams, and Transforming Organizations PDF
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Extra info for Optimizing the Power of Action Learning: Real-Time Strategies for Developing Leaders, Building Teams, and Transforming Organizations
Emergence of the Power of Action Learning 15 constant movement of people in and out of organizations has generated sometimes overwhelming complexity and chaos in the workplace. Problems are becoming ever more difficult, require greater innovation, and must be resolved in shorter time periods with larger networks of collaborators. The old ways of solving problems by the single leader or specialized task forces no longer work. Need for New Leadership Attributes and Capabilities A new kind of leadership is needed in this competitive, global, knowledgedriven time.
3. The General Managers obtained a deep and insightful understanding of the Lexus brand. 4. A new and more powerful style of leadership emerged with the General Managers. 5. The General Managers created and communicated a brand concept of Lexus that enabled Lexus to successfully enter the Japanese marketplace. 6. Under the guidance of the GMs, strong Toyota teams were developed throughout Japan. The Presented Problem May Not Be the Critical Problem Organizational psychologists such as Block (2011) note that the problem originally presented is rarely the problem that is the most critical one for the group to work on; oftentimes it is only a symptom, and a more urgent and important problem emerges as the group works on the original problem.
Action learning does not isolate any dimension from the context in which managers work; rather it develops the whole leader for the whole organization. What leaders learn and how they learn cannot be dissociated from one another, for how one learns necessarily influences what one learns (Dilworth, 1998). Learning via traditional leadership programs that use case studies is like learning how to steer a boat by looking out the stern. Examining what happened yesterday will not drive change or make a company competitive.