Leading Organizational Learning

Marshall Goldsmith has been named by the American Management Association as one of the top 50 thought leaders in business over the past 80 years. This is his 18th book. He is widely recognized as a world authority in helping successful leaders achieve positive change in behavior for themselves, their people, and their teams.Howard Morgan is an executive coach who has led major organizational change initiatives in partnership with top leaders and executives at numerous international organizations.Alexander J. Ogg is senior vice president of the Foods Division at Unilever. He is responsible for leadership, learning, and performance within the organization.

• Figures and Exhibits. Foreword (Niall FitzGerald).Foreword (Frances Hesselbein).Preface.Acknowledgments.Part One: Challenges and Dilemmas.1. Why Aren’t Those Specials Selling Today? (Elliott Masie).2. Five Dilemmas of Knowledge Management (Fons Trompenaars and Charles Hampden-Turner).3. Effectively Influencing Up: Ensuring That Your Knowledge Makes a Difference (Marshall Goldsmith).4. Where “Managing Knowledge” Goes Wrong and What to Do Instead (Niko Canner and Jon R. Katzenbach).5. Knowledge Management Involves Neither Knowledge nor Management (Marc S. Effron).Part Two: Processes That Work.6. The Real Work of Knowledge Management (Margaret J. Wheatley).7. Tangling with Learning Intangibles (Dave Ulrich and Norm Smallwood).8. When Transferring Trapped Corporate Knowledge to Suppliers Is a Winning Strategy (Larraine Segil).9. Informal Learning: Developing a Value for Discovery (Marcia L. Conner).10. The Company as a Marketplace for Ideas: Simple but Not Easy (Alexander J. Ogg and Thomas Cummings).11. Knowledge Mapping: An Application Model for Organizations (Spencer Clark and Richard Mirabile).12. Just-in-Time Guidance (Calhoun W. Wick and Roy V. H. Pollock).Part Three: Leaders Who Make a Difference.13. What Leading Executives Know—and You Need to Learn (Howard J. Morgan).14. Rethinking Our Leadership Thinking: Choosing a More Authentic Path (Gary Heil and Linda Alepin).15. Learning at the Top: How CEOs Set the Tone for the Knowledge Organization (James F. Bolt and Charles Brassard).16. Unleash the Learning Epidemic (James Belasco).17. Leading: A Performing Learning Art (Alexander B. Horniman).18. What’s the Big Idea? The “Little Things” That Build Great Leadership in Organizations (Lauren A. Cantlon and Robert P. Gandossy).Part Four: Changes for the Future.19. Learning Stored Forward: A Priceless Legacy (Betsy Jacobson and Beverly Kaye).20. Developing New Ideas for Your Clients—and Convincing Them to Act (Andrew Sobel).21. Making Knowledge Move (Jon L. Powell).22. The Role of Change Management in Knowledge Management (Marc J. Rosenberg).23. Building Social Connections to Gain the Knowledge Advantage (Susan E. Jackson and Niclas L. Erhardt).Part Five: Case Studies and Examples.24. Some Key Examples of Knowledge Management (W. Warner Burke).25. Leadership and Access to Ideas (Allan R. Cohen).26. Capturing Ideas, Creating Information, and Liberating Knowledge (Peter Drummond-Hay and Barbara G. Saidel).27. Learning at the Speed of Flight (Fred Harburg).28. The Audacity of Imagination: How Lilly Is Creating “Research Without Walls” (Sharon Sullivan, Bryan Dunnivant, and Laurie Sachtleben).29. Developing a Learning Culture on Wall Street: One Firm’s Experience (Steffen Landauer and Steve Kerr).Notes.Index.