Search results

1 – 7 of 7
To view the access options for this content please click here
Article
Publication date: 1 January 2006

Linda Honold

The purpose of this paper is to identify and delineate a practical tool that assists teams in organizations and the individuals in those teams in reflecting and learning…

Downloads
2729

Abstract

Purpose

The purpose of this paper is to identify and delineate a practical tool that assists teams in organizations and the individuals in those teams in reflecting and learning from their own conversations

Design/methodology/approach

For more than three years, the author acted as a Reflective Analyst for a team focusing on new product development.

Findings

By reflecting back to the themes of their conversations and by asking questions that caused them to reflect on the dynamics of the group, what was said and not said, and how people responded the team is able to understand themselves in a new way.

Originality/value

The Reflective Note process will be of value to learning facilitators, leaders of work teams, and individuals interested in finding new learning processes.

Details

Development and Learning in Organizations: An International Journal, vol. 20 no. 1
Type: Research Article
ISSN: 1477-7282

Keywords

Content available
Article
Publication date: 1 January 2006

Ian Cunningham

Downloads
165

Abstract

Details

Development and Learning in Organizations: An International Journal, vol. 20 no. 1
Type: Research Article
ISSN: 1477-7282

Content available
Article
Publication date: 1 February 1999

Linda S. Wing

Downloads
742

Abstract

Details

Participation and Empowerment: An International Journal, vol. 7 no. 1
Type: Research Article
ISSN: 1463-4449

To view the access options for this content please click here
Article
Publication date: 1 December 1997

Linda Honold

“Employee empowerment” as a term is frequently used in management circles. In practice, however, it is a daunting effort to find an exact definition of it. There are…

Downloads
25159

Abstract

“Employee empowerment” as a term is frequently used in management circles. In practice, however, it is a daunting effort to find an exact definition of it. There are hundreds of articles on the topic. Some attempt their own definition; others expect that the reader already knows what the concept means. What is employee empowerment? What are its roots? What do the various theoretical voices have to say about the concept? An exploration of these questions is the content of this article.

Details

Empowerment in Organizations, vol. 5 no. 4
Type: Research Article
ISSN: 0968-4891

Keywords

To view the access options for this content please click here
Article
Publication date: 1 December 1999

Victoria J. Marsick and Karen E. Watkins

The authors describe learning strategies that are being used successfully to benefit both individuals and organizations. They also speak about the shadow side: a culture…

Downloads
3111

Abstract

The authors describe learning strategies that are being used successfully to benefit both individuals and organizations. They also speak about the shadow side: a culture of fear, the negative impact of constant change, and inappropriate exploitation of employee knowledge. They elaborate on what can happen when an idea as powerful as the learning organization ends up being used for purposes that were not originally intended.

Details

The Learning Organization, vol. 6 no. 5
Type: Research Article
ISSN: 0969-6474

Keywords

To view the access options for this content please click here
Article
Publication date: 1 January 1995

Karen E. Watkins and Robert T. Golembiewski

This article offers a conception of the learning organization. From this model, we discuss ways in which organizational development can now be used to create learning…

Abstract

This article offers a conception of the learning organization. From this model, we discuss ways in which organizational development can now be used to create learning organizations and ways in which organizational development theory and practice might change to create learning organizations. We consider three ways OD may contribute to the learning organization: supportive systems of interaction, guiding values, and a sense of structural alternatives. We look at contributions learning organizations make to OD, in terms of changing conceptions of dialogue, system diagnosis focused on learning, intervention focused on long term empowerment, and measurement at the macro system level.

Details

The International Journal of Organizational Analysis, vol. 3 no. 1
Type: Research Article
ISSN: 1055-3185

To view the access options for this content please click here
Article
Publication date: 1 August 2002

James R. Johnson

The phrase “learning organization” has existed in the literature for several decades. Senge popularized the term in the 1990s; however, other writers have made significant…

Downloads
5578

Abstract

The phrase “learning organization” has existed in the literature for several decades. Senge popularized the term in the 1990s; however, other writers have made significant contributions to this topic. The leadership literature, although vast, lacks specificity. At the intersection of these two concepts, the literature lacks a needed link that describes the specific actions that a leader can take to achieve the transformation to a learning organization. This paper examines the actions that a leader can take in order to transform an organization into a learning organization and studies four leaders of widely diverse organizations. The research indicated that leaders who were successful in implementing the learning organization concept used it as the solution to a business problem, while devoting time and attention to the transformation. The findings have widespread implications for practitioners, adult educators and for future research.

Details

Leadership & Organization Development Journal, vol. 23 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

1 – 7 of 7