Synopses & Reviews
Shows executives--anyone concerned with making change happen--how to move beyond the limitations of fixed strategic planning processes and programs to create a flexible, responsive organization that thrives in today's climate of uncertainty: the learning organization. Draws from an extensive study of two hundred change-oriented organizations including Honeywell and Motorola to identify a series of practical actions that can be used immediately to help develop a firm's capacity to learn."Redding and Catalanello's concepts of 'strategic readiness' and 'strategic learning' should take the place of strategic planning for any manager and for corporations interested in staying ahead in rapidly changing, increasingly competitive business environments."--Judy O'Neil, education manager, AT&T
Review
"Redding and Catalanello's concepts of 'strategic readiness' and 'strategic learning' should take the place of strategic planning for any manager and for corporations interested in staying ahead in rapidly changing, increasingly competitive business environments." --Judy O'Neil, education manager, AT&T
"An exceptional resource filled with practical, actionable ideas and information.... It demonstrates that creating a learning organization will yield a significant sustained strategic advantage. This is a definite long-term keeper on my bookshelf." --Alan Honeycutt, manager, organization development and training, Nestle USA
Synopsis
How do students learn to reason and think about complex issues? This book fills a critical gap in our understanding of a long-neglected facet of the critical thinking process: reflective judgment. Drawing on extensive cross-sectional and longitudinal research, King and Kitchener detail the series of stages that lay the foundation for reflective thinking, and they trace the development of reflective judgment through adolescence and adulthood.
The authors also describe the implications of the Reflective Judgment Model for working with students in the classroom and beyond--encouraging educators to think differently about interactions with their students and to create ways of more effectively promoting the ability to make reflective judgments.
Description
Includes bibliographical references (p. 187-192) and index.
About the Author
PATRICIA M. KING is associate professor and acting chair of the Department of Higher Education and Student Affairs at Bowling Green State University. KAREN STROHM KITCHENER is a professor in the College of Education and the director of the counseling psychology program at the University of Denver.
Table of Contents
Prologue: The Call for Learning Organizations
Part One: From Strategic Planning to Strategic Learning: Elements of the Learning Organization
1. The Strategic Learning Cycle: How Learning Organizations Learn to Change
2. Speed, Depth, and Breadth: How Organizations Accelerate Learning
3. Strategic Readiness: How Organizations Prepare to Learn
Part Two: Accelerating Strategic Learning
4. Continuous Learning
5. Improvised Implementation
6. Deep Reflection
Part Three: Building Strategic Readiness
7. Heighten Strategic Awareness: Understand the Need for Continuous Learning
8. Making Learning a Way of Life: Enhancing Individual, Team, and Organizational Learning
9. Become Self-Organizing: Continuously Changing Shape Based Upon Continuous Learning
Epilogue: Improvising the Future: Learning Organizations and Jazz