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The purpose of this paper is to synthesize the learnings from prior interviews with thought leaders in learning organization conceptual development. Prior interviews with Karen Watkins, Victoria Marsick, Michael Marquardt, Bob Garratt and Peter Senge are included in the summary, which is an interim step as The Learning Organization continues to explore the learning organization history and evolution.

The paper summarizes prior interviews to uncover commonalities and differences in the development and evolution of the learning organization concepts as described by thought leaders.

Both commonalities and differences exist in definition, development of theory and resilience since original publication. Common threads in concept develop appear across the authors mainly in influences by Revans, Argyris and Schön. Differences also exist in how each author developed learning organization constructs.

The synthesis reveals that although the learning organization may have differing definitions, there are commonalities that tie some concepts together. Additional interviews will be continued in the exploration of the learning organization evolution.

In a world of never-ending change, leaders must elevate above the battlefield and retain alignment with strategic purpose. Linking strategic foresight attitudes and activities aids leader to integrate the long and short-term. This article offers leaders elements of the US Army’s Operational Art model to easily apply when looking long and acting short-term.

Strategic foresight utilizes a scenario-based approach linked to the US Army’s Operational Art model to allow decision makers to both think more strategically and act upon the strategy day-to-day.

Strategic foresight creates both the shared vision throughout the organization and linkages to mental models that align actions. Linkage to the US Army’s Operational Art model creates an easy implementation framework.

For leaders overwhelmed with the day-to-day, linking strategic foresight attitudes and activities aids leader to integrate the long and short-term. The US Army Operational Art model provides an implementation method.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Recognition programs have proven to be a useful tool in engaging employees and helping align them around a common purpose. In this case, study the organization created a recognition program that promoted learning across the organization. The easy to follow steps provided herein can be replicated by leaders in any organization.

The case study provides a quick reflection of the steps taken by the organization to create a recognition program that linked behaviors, tactical actions and corporate strategy in a way that engaged all toward learning together.

With the new program, the organization not only improved employee engagement and alignment around four critical behaviors, the organization also witnessed employee alignment around strategic vision and revenue improvements.

Studies find that employee engagement is seriously lacking. Studies also find that employee engagement is beneficial to employee contribution and employee success. Recognition programs have been described as one method to improve engagement. This case study illustrates how an organization was able to implement such a program.

The purpose of this paper is to illustrate how a manufacturer improved the interaction within the channel to facilitate a system of learning between three subsequent customer levels.

The paper provides an example of how a manufacturer designed steps to change the traditional interactions between the customer levels and place themselves in the middle of a knowledge-sharing environment.

To best ensure consistency in knowledge sharing across the multiple levels, the learning and development (L&D) practitioner should examine the interactions and identify the unique benefits to encourage all members to freely engage in the learning system.

Managing the learning system allows the manufacturer to manage knowledge sharing and reinforce a consistent message.

The paper offers the steps undertaken and the benefits resulting from the improved interactions. The example provides the L&D professionals areas into which they can expand traditional learning environments.

Supervision is considered the signature pedagogy and after direct client practice it is rated as the number one learning and development method by practitioners. However, as we set out in this chapter, the relationship between supervision and client outcomes is not a strong one. Drawing on the use of routine outcome data, we demonstrate how clinical supervision can be improved when both practitioner and supervisor demonstrate an attitude of humility and a willingness to learn from the data they collect. Using these data to enhance supervision by improving client outcomes and to inform deliberate practice (DP) is the hall mark of the effective twenty-first century practitioner and supervisor.

This study examines the effect of a Medicaid disenrollment on employment, sources of health insurance coverage, and health and health care utilization of childless adults using longitudinal data from the 2004 Panel of the Survey of Income and Program Participation. From July to September 2005, TennCare, the Tennessee Medicaid program, disenrolled approximately 170,000 adults following a change in eligibility rules. Following this eligibility change, the fraction of adults in Tennessee covered by Medicaid fell by over 5 percentage points while uninsured rates increased by almost 5 percentage points relative to adults in other Southern states. There is no evidence of an increase in employment rates in Tennessee following the disenrollment. Self-reported health and access to medical care worsened as hospitalization rates, doctor visits, and dentist visits all declined while the use of free or public clinics increased. The Tennessee experience suggests that undoing the expansion of Medicaid eligibility to adults that occurred under the Affordable Care Act likely would reduce health insurance coverage, reduce health care access, and worsen health but would not lead to increases in employment.

Research on the intergenerational transmission of violence has been limited by reliance on variable-oriented methodology that does not capture heterogeneity that exists within experiences of violent interpersonal conduct. The current study therefore examines the utility of a person-oriented statistical method in understanding patterns of maltreatment and intimate partner violence.

Guided by person-oriented theory, the current study utilizes latent class analysis, a person-oriented method used with cross-sectional data, to examine the heterogeneity within this transmission process in a sample of emerging adults (N = 150). This study also examined whether the classes identified differed on reported emotional reactivity and childhood family environment.

Three classes emerged from the latent class analysis, labeled full transmission, psychological transmission, and no transmission. Those comprising the full transmission subgroup reported the lowest levels of childhood family cohesion, accord, and closeness. The full transmission subgroup also reported significantly more emotional reactivity than the psychological transmission and no transmission subgroups.

To understand fully the etiology of intimate partner violence for maltreated offspring, a multidimensional view of violence is needed. The current study represents a step in this direction by demonstrating the utility of a person-oriented approach in understanding the IGT of violence.