The Antidote: Volume 2 Issue 7



Table of contents

Survival of the fittest: learning to survive

T Kippenberger

Details that, as a response to the 1973 oil crisis Royal Dutch/Shell, the joint Anglo‐Dutch international company (formed 1907) diversified into metals, nuclear power and…

Learning from experience

T Kippenberger

Promotes the idea that, to be effective, a learner needs four types of ability, these are: to become completely and openly involved, without bias, in new concrete…

Remembering what to forget

T Kippenberger

Identifies four organizational types — of which three inhibit learning: the knowing organization; the understanding organization; the thinking organization; and the…

Colleagues besieged: from involuntary infighting to organizational learning

B Gould

Defines two camps in the land of organizational learning, which could be named the advocates and the sceptical scholars — stating the former use the learning organization…

The eternal journey to employee devotion: new tools to manage complexity

B Gould

Argues that financial accounting is an insufficient language for handling and discussing business organization, its industry and its customer markets. States systems…

Organizational learning starts at the top

T Kippenberger

States that personal development activities are not integrated with the development of organizational structures and processes. Contends that people running organizations…

A prophet is not without honour, save in his own country: The story of Professor Reg Revans

T Kippenberger

Profiles Professor Reg Revans — the father of action learning — who does not seem to have been given the recognition he deserves in the UK, and aims to put the record…

Getting down to the nitty‐gritty of organizational learning

T Kippenberger

Opines that scholars may have done the business world a disservice by the way they discuss the concept of the learning organization. Suggests building a learning…

How bright people stop progress

T Kippenberger

Discusses the works of Chris Argyris and Donald Schon and, in particular, single‐ and double‐loop learning. Contends that it is the brightest people who find it most…

Great expectations, wrong diagnosis

T Kippenberger

Argues that good communication techniques actually inhibit the learning that brings real change, creating a warm feeling about superficial issues without any deep and…

Taking the horse to water

T Kippenberger

Emphasizes that managers should understand the connection between learning and self‐development in relation to their career progression. States learning, self‐improvement…

Over 25 years of learning to learn

T Kippenberger

Spotlights Royal Dutch/Shell and gives its history — itemized in panel format. Discusses how Shell have experimented and wrestled with senior management level learning…



Online date, start – end:

1996 – 2000

Copyright Holder:

Emerald Publishing Limited

Merged to become:

Strategy & Leadership