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Introduction 1
Purpose of this Book
Why Read this Book?
New Approaches to Workforce Development and Succession Planning
Who Should Read this Book
A Glimpse at the Road Ahead
PART I: The Design and Deployment of Strategic Change 7
Getting Started 9
What Are Action-Learning Teams?
Stages of the Action-Learning Team Process
When Is an Action-Learning Team Appropriate?
The Formation of an Action-Learning Team
Characteristics of an Action-Learning Team Leader
Creating Effective Action-Learning Teams
Inquiry - Discovering Gaps that Impede Effectiveness 21
Purpose
The Role of Assumptions, Context, and Culture
The Belief Model
Recognizing Patterns
Leadership Assessment
The PIP Process
Key Questions to Ask
Structuring the PIP Process
Symptoms
Functions
Strategy
Culture and Values
Leadership During Inquiry Leadership Style
Leadership Characteristics to Embrace
Tendencies to Avoid in This Phase
Design - Innovating the Roadmap Forward 43
Purpose
Action-Learning and Aerospace Industrial Design
Observation
Brainstorming
Be Focused
Keep It Light
Use Spatial Memory
Get Physical
Create Pilot When Possible
Key Questions to Explore in this Phase
Tendencies to Avoid in This Phase
Leadership Style
Characteristics to Embrace
Characteristics to Avoid
Deployment - Transformation in Action 57
Purpose
The Process
Communication
Resistance to Change
Taking Action
The Phases of Deployment
Induction
Disillusionment
Breakthrough
Integration
Key Questions to Explore in this Phase
Tendencies to Avoid in this Phase
Leadership Style
Create a Safe
Space; Accept Ambiguity
Characteristics to Embrace
Integration - Aligning Core Systems 73
Purpose
How to Perform a Successful Integration
Commitment of Leadership
Human Resources Systems
Training
Reluctant Managers
Why Living the Values Matters
Aligning Organizational Structure
Culture
Leadership Characteristics Important at This Phase
Things to Avoid in This Phase
Part II: Action-Learning Teams: An Essential Component of Organizational Strategy 83
How Can Action-Learning Teams Benefit Your Organization? 85
Action-Learning Teams and the Informal Organization
The Evolution from CoP to ALTs
Action-Learning Teams as an Arm of Strategy
Action-Learning Teams and the Practice of Innovation
The New Strategic Imperative 91
Speed, Adaptability and Flexibility
New Strategies, New Structures
Action-Learning and the Wireless Revolution
Implications for the Road Ahead
Structures that Mirror the Complexity of Their Environment
Leading Effective Action-Learning Teams 101
Leading from a Different Place
Organizational Structure, Culture, and Leadership
Characteristics of an Action-Learning Team Leader
Builds on the Wisdom and Insight of the Team
Models the Change They Seek in the Organization
High Level of Trust and Respect By and For the Team
Leverages Ambiguity to Drive Innovation
Focuses Group through Clarity of Intent
Adapts Leadership Style to the Situation
Exercises Soft-Focus and Pattern Recognition
Promotes Culture of Freedom and Accountability
Action-Learning Teams and Knowledge Worker Development 113
The Rise of the Knowledge Worker
Developing Knowledge Workers
Why Training Is Not Enough
Knowledge, Basic Assumptions, and Awareness
The Core Attributes of Knowledge Work
From Training to Learning in Action
Lessons Learned from the Corporate University
The Action Context as Learning Environment 127
The Role of Context In Learning
Double-Loop Learning How Theory and Action Inform One Another In Practice
The Role of Explicit Theory
The Role of Implicit Theory
Organizations as Complex Adaptive Systems
Complexity and Spiral Dynamics
PART III: Supplemental Materials 139
The Transformation of the U.S. Army Through Action-Learning Teams 141
Action-Learning Teams in the U.S. Army
The Emergence of the After Action Review (AAR)
Leaders Who Learn from Their Subordinates
Achieving Synergy Through Cross-Functional Alignment
From After Action Review to Learning in Action
Action-Learning and Knowledge Management in the Army
Understanding the Leader's Intent
The Emergence of the ``VUCA'' World
Applying Lessons Learned from the AAR
About Bob Ivany
Executive Mastery - Cyberspace and the New Frontiers of Executive Education 153
A Case Study in Online Action-Learning
It Began as Face-to-Face Coaching
Evolution to Online Coaching, Education, and Organizational Development
Structuring the Intervention, Connecting With the Team
The Online System
Casting the Net
Combining Face-to-Face Meetings With Web-Based Learning - The One-Day Orientation Retreat
Monthly Face-to-Face Meetings
Blending Theory and Practice
Meanwhile, Back at the Web Site
Insights Emerge
Insights Lead to Organizational Interventions
Forging a New Developmental Perspective
A Higher Order of Consciousness
Lessons Learned from Praxis: The Hidden Dimension of Executive Development
Conclusion: Five Key Outcomes
Corporate and Higher Education Practices in an Action-Learning Context 173
The 4-Plex Model of Networked Learning
Question and Test Dimension: The Practice Domain
Reflection and Theory: The Academic Dimension
Simultaneous Processing
A/Synchronous Multi-Platforming
Academic Community
Practice Community
Example of the 4-Plex Model in Action
References 181
About the Authors 191
Bruce LaRue
Paul Childs
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출판사 책소개
With this innovative book, readers will discover how to effectively implement change initiatives by gaining a better understanding of both the behavioral and operational aspects of an organization. The new second edition continues to show them how, through Action-Learning Teams, they can accomplish tangible business objectives while creating superior workforce development within their organizations. New material integrated throughout the book will help them facilitate these teams in a virtual environment. It also clearly shows them how to design and deploy significant organizational initiatives and change processes
MARC 보기
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