Managing Learning in Organizations (Managing Work and Organizations Series)

This practical book aims to improve management skills in organizations. David Casey's criterion for effective learning is changed behaviour, not simply understanding the principles. Exploring ways of supporting people in their attempts to do things differently, the book calls on much practical experience with examples and case studies from industry, local government and education.

People change slowly and only when they want to change. This is true for groups as well as individuals and several chapters are devoted to managing learning in groups, particularly groups working together as teams. The role of group facilitator is analyzed in a practical way. One chapter describes exciting new work in Digital, helping teams to become self-managed. Another records breaking new ground at Ashridge where a learning-based consultancy company has been developing. A separate chapter is devoted to practical steps chief executives can take to promote their own learning.

The focus widens to consider the whole organization as a living organism and Casey has some challenging suggestions about managing learning for the organization as a whole. The book throws light on how a top consultant works and gives a glimpse of how consultants talk among themselves about their client systems.