| 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 |
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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 |
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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 |
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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 |
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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 |
| Summary |
There is considerable connection between growth of the personnel in the organization and the ability for the company to compete over time. Looking outside for help training may be required but looking within for opportunities for enhanced training and growth, will foster a continually improving and growing organization. This book examines the opportunities for learning, within the organization and its' activities, along with the connection to motivation. Additionally, it provides information on the characteristics of organizations that are able to quickly disseminate, along with approaches for improving this distribution of that learning throughout the organization |
| Notes |
Description based upon print version of record |
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2.4.5 Sharing Lessons Learned across Processes |
| Subject |
Employees -- Training of.
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Career development.
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| Form |
Electronic book
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| Author |
Quigley, Shawn P
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| ISBN |
9780429590191 |
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0429590199 |
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