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Most managers today understand the value of building a learning ***anization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory-the learning ***anization as an ideal-into hands-on implementation. For the first time in Learning in Action, David Garvin helps managers make the leap from theory to proven practice.

Garvin argues that at the heart of ***anizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process-acquiring, interpreting, and applying knowledge-then examines the critical challenges facing managers at each of these stages and the various ways the challenges can be met. Drawing on decades of scholarship and a wealth of examples from a wide range of fields, Garvin next introduces three modes of learning-intelligence gathering, experience, and experimentation-and shows how each mode is most effectively deployed. These approaches are brought to life in complete, richly detailed case studies of learning in action at ***anizati*** such as Xerox, L. L. Bean, the U. S. Army, and GE. The book concludes with a discussion of the leadership role that senior executives must play to make learning a day-to-day reality in their ***anizati***.

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在线阅读地址：Learning in Action在线阅读

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在线阅读本书

Most managers today understand the value of building a learning ***anization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory-the learning ***anization as an ideal-into hands-on implementation. For the first time in Learning in Action, David Garvin helps managers make the leap from theory to proven practice.

Garvin argues that at the heart of ***anizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process-acquiring, interpreting, and applying knowledge-then examines the critical challenges facing managers at each of these stages and the various ways the challenges can be met. Drawing on decades of scholarship and a wealth of examples from a wide range of fields, Garvin next introduces three modes of learning-intelligence gathering, experience, and experimentation-and shows how each mode is most effectively deployed. These approaches are brought to life in complete, richly detailed case studies of learning in action at ***anizati*** such as Xerox, L. L. Bean, the U. S. Army, and GE. The book concludes with a discussion of the leadership role that senior executives must play to make learning a day-to-day reality in their ***anizati***.