Strategic Organizational Learning Using System Dynamics for Innovati
This book discusses the successes and challenges of leveraging organizational learning in effective strategy development and execution. The authors introduce a framework that helps organizations develop core capabilities to enable them to shift direction
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Martha A. Gephart Victoria J. Marsick
Strategic Organizational Learning Using System Dynamics for Innovation and Sustained Performance Foreword by Bill Pasmore
Management for Professionals
More information about this series at http://www.springer.com/series/10101
Martha A. Gephart • Victoria J. Marsick
Strategic Organizational Learning Using System Dynamics for Innovation and Sustained Performance
Foreword by Bill Pasmore
Victoria J. Marsick Teachers College Columbia University New York, USA
Martha A. Gephart Teachers College Columbia University New York, USA
ISSN 2192-8096 ISSN 2192-810X (electronic) Management for Professionals ISBN 978-3-662-48641-2 ISBN 978-3-662-48642-9 (eBook) DOI 10.1007/978-3-662-48642-9 Library of Congress Control Number: 2015957813 Springer Heidelberg New York Dordrecht London # Springer-Verlag Berlin Heidelberg 2016 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. Printed on acid-free paper Springer-Verlag GmbH (www.springer.com)
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Foreword
Blueprint for Organizational Learning One of the tasks of leadership is to improve things. Although it sounds simple, it is “anything but”—which is why the book you are about to read on strategic organizational learning is both remarkable and extremely useful. Why is it hard for organizations to learn? Leaders are inclined to remain committed to their decisions even when there is evidence that those decisions are not working as planned (Staw 1976). Even when leaders pay attention to data indicating the need to change, they may find it difficult to recognize and modify deeply embedded beliefs about how things should be done—beliefs that are reinforced by the organization’s systems and processes (Tushman and O’Reilly 2002). Another possibility is that leaders don’t really know how to approach organizational learning and system change. Often leaders have lacked a good blueprint to focus their learning and change efforts. The Strategi
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