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Book Cover
E-book
Author Quigley, Jon M

Title Continuous and Embedded Learning for Organizations
Published Milton : CRC Press LLC, 2020

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Description 1 online resource (295 p.)
Contents Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- List of Figures -- Preface -- Acknowledgements -- About the Authors -- The Changing of the Work -- 1. Introduction Learning and Thought -- 1.1 Importance to the Organization -- 1.2 Communication -- 1.3 Lessons Learned, or Re-learned -- 1.3.1 Burning Our Hand on the Same Stove and Motivation -- 1.3.2 Lessons Learned and Organizational Development -- 1.3.3 Why Lessons Learned Are vital -- 1.3.4 How Lessons Learned Apply -- 1.3.5 Inhibitors To Communication -- 1.3.5.1 Conflicting Priorities
1.3.5.2 Office Politics Is defined as -- 1.3.5.3 Politics-Personal Control and Certainty -- 1.3.5.4 Politics-Relationships and Opportunity -- 1.3.5.5 Politics and Conflict -- 1.3.5.6 Summary -- 1.4 Enhancement to Communication -- 1.4.1 Corporate culture -- 1.4.2 To Dyadic or Not (weak ties) -- 1.4.3 Communities of Practices -- 1.4.4 Types of Knowledge -- 1.4.4.1 Explicit -- 1.4.4.2 Tacit (Tribal Knowledge) -- 1.4.5 Common Lessons learned Mistakes -- 1.4.5.1 No Plans for Learning -- 1.4.5.2 Failure to Exploit -- 1.4.5.3 Corporate Culture -- 1.4.5.4 Why Organizations Fail to Exploit Opportunities
1.4.5.5 Proximity and Cause -- 1.5 Motivation -- 1.5.1 What Is Motivation -- 1.5.2 The Motivation Masters -- 1.5.2.1 Maslow and Ziglar -- 1.5.2.2 Herzberg and Festinger -- 1.5.2.3 Festinger -- 1.5.2.4 Kurt Lewin -- 1.5.2.5 Alderfer -- 1.5.2.6 Vroom -- 1.5.2.7 Summation -- 1.6 Learning -- 1.6.1 What Is learning -- 1.6.2 Methods of Teaching -- 1.6.3 The Learning Masters -- 1.6.3.1 B.F. Skinner -- 1.6.3.2 Argyris -- 1.6.3.3 Vision and Mission Statements -- 1.6.3.4 Vision Statements -- 1.6.3.5 Mission Statements* -- 1.6.3.6 Value Statements -- 1.6.3.7 Summation -- 2. Organizing Learning for a Purpose
2.1 The Organization -- 2.1.1 Structural -- 2.1.2 Team Size -- 2.1.3 Environmental -- 2.1.4 Contextual -- 2.1.5 Culture -- 2.1.6 Learning Organization -- 2.2 Processes, the Building Blocks for a Better Project -- 2.2.1 Relationships, Projects, Processes And Learning -- 2.2.1.1 Why Do We Have Processes And Procedures -- 2.2.1.2 How do Processes and Procedures relate to Learning -- 2.2.1.3 Measures to ... Processes, Procedures, and Learning -- 2.2.1.4 Modularity Within Project Management Processes -- 2.3 Limiting Factors -- 2.3.1 Law of Diminishing Returns -- 2.3.2 Theory of Contraints
2.4 Processes Make the Best Lessons Learned Repositories -- 2.4.1 Benefits of Capturing -- 2.4.2 Organizing Lessons Learned by Process Helps Codify Knowledge -- 2.4.2.1 Single Loop Learning Theory -- 2.4.2.2 Double Loop Learning Theory -- 2.4.2.3 Triple Loop Learning Theory -- 2.4.2.4 Organizational Learning -- 2.4.2.5 Theory of Action -- 2.4.3 Downside of Capturing Lessons Learned in Processes -- 2.4.3.1 Organization Structure-Localization -- 2.4.3.2 Process Restrictive -- 2.4.3.3 System Effect Restriction -- 2.4.3.4 Lesson from Lessons Learned -- 2.4.4 Summation
Notes Description based upon print version of record
2.4.5 Sharing Lessons Learned across Processes
Form Electronic book
Author Quigley, Shawn P
ISBN 9780429590191
0429590199