The Wisdom of Strategic Learning,9780566080791

The Wisdom of Strategic Learning

by
Edition: 2nd
ISBN13: 9780566080791
ISBN10: 0566080796
Format: Hardcover
Pub. Date: 1999-01-28
Publisher(s): Routledge
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Summary

The Wisdom of Strategic Learning has enabled many organizations to develop a strategic approach to learning and development. Its premise that learning must be integrated with the strategic direction of the organization has been validated by numerous successful businesses which have implemented its tried and tested approaches.This second edition of Ian Cunningham's book updates and expands material on the importance of the self managed learning approach to create focused, active and committed employees. A new chapter on the role and development of staff in SML programmes has been added, along with new appendices, for example on selling the approach.With new case material including the use of online groups on the Internet, this practical, thought-provoking book shows how the ideas behind the learning organization can be applied for strategic advantage.

Table of Contents

List of illustrations
ix
Preface to first edition xi
Preface to second edition xv
Acknowledgements xix
PART ONE INTRODUCTION
Introduction: some basics
3(24)
The basic issues
3(1)
Learning levels
4(1)
Big picture and little picture
5(1)
Case examples
5(1)
The active reader
6(1)
Strategic learning in a drinks business
6(5)
Strategic learning in the public sector
11(2)
Why `strategic learning'?
13(2)
Progress of an organization
15(8)
Summary
23(1)
Notes
24(3)
PART TWO BIG PICTURE
Strategic learning
27(20)
Introduction
27(1)
Background
27(2)
Ineffective approaches
29(1)
Forecasting
29(1)
White water
30(1)
Planning and preparing
31(1)
Orders of change
32(1)
Luck
33(1)
Pace of change
34(1)
Discomfort in learning
34(1)
Pattern change
35(1)
Feedback
36(1)
Truth vs maps
37(1)
Maps for managing change
38(3)
Making learning stick
41(1)
Strategic excellence
42(1)
Conclusion: strategic questions about learning
43(1)
Summary
44(1)
Notes
45(2)
A learning business
47(32)
Introduction
47(2)
Learning and organizations
49(5)
The learning business
54(2)
Summary of issues
56(1)
Who wants a learning business?
56(2)
The learning business culture
58(1)
Order and disorder
59(2)
Diversity
61(1)
Organizational types
61(4)
Creating a balance
65(6)
Appraisal schemes
71(2)
Summary
73(1)
Notes
73(6)
PART THREE GOOD LEARNING
Capability and wisdom
79(24)
Introduction
79(1)
Learning from all possible sources
79(1)
Learning and change
80(2)
Who learns?
82(3)
Key concepts
85(4)
Capatibility
89(7)
Wisdom
96(3)
Summary
99(1)
Notes
100(3)
Holism
103(18)
Introduction
103(1)
Feelings and emotions
103(3)
Connectedness
106(1)
Centring
107(6)
Grounding
113(1)
Morality and ethics
114(2)
Summary
116(1)
Notes
116(5)
PART FOUR SELF MANAGED LEARNING
Principles
121(22)
Introduction
121(1)
Comments on SML programmes
121(3)
Autonomy, responsibility, self control, choice
124(4)
Some history
128(8)
Self managed learning
136(4)
Summary
140(1)
Notes
141(2)
Strategy and designs
143(26)
Introduction
143(1)
A model for SML strategy
143(5)
Strategic learning and SML
148(1)
Processes
148(18)
Summary
166(1)
Notes
167(2)
Tactics and practice
169(38)
Introduction
169(3)
SML programmes
172(16)
Nature of learning sets
188(6)
Learning community
194(3)
Assessment
197(3)
Standards
200(1)
Criteria
200(1)
Evaluation
201(1)
Summary
202(1)
Notes
202(5)
PART FIVE PRACTICE
Roles in learning and change
207(22)
Introduction
207(1)
Learning theorist
208(2)
Learning designer
210(2)
Learning manager
212(1)
Learning assistant
213(11)
Four roles: pulling it together
224(3)
Summary
227(1)
Notes
227(2)
Developmental roles in practice
229(22)
Introduction
229(1)
Developing from the four roles model
229(3)
Selecting set advisers
232(4)
Set adviser development
236(10)
Coaching and mentoring
246(1)
The development adviser role
247(1)
On-line working and technology
247(1)
Summary
248(1)
Notes
249(2)
The learner in context
251(12)
Introduction
251(1)
Self managing learner
251(3)
Difference and diversity
254(1)
Diversity and disadvantage: strategic learning issues
255(3)
Cross-cultural issues
258(3)
Summary
261(1)
Notes
261(2)
Conclusions and directions
263(14)
Introduction
263(1)
Not self managed learning
263(5)
Self managed learning going wrong
268(1)
Bandwidth
269(1)
Myths about SML
269(4)
Real problems
273(1)
Directions
274(1)
Notes
275(2)
Appendix I Research into SML 277(2)
Published papers - a selection
277(1)
Evaluation reports of specific programmes
277(1)
Studies internal to organizations
278(1)
Higher degrees
278(1)
Related studies
278(1)
Appendix II Selling SML 279(4)
Dealing with misunderstandings of SML
279(1)
Research
280(1)
Users of SML
281(1)
Why the above approaches may not work
282(1)
Conclusion
282(1)
Appendix III The Fielding Institute MA 283(6)
Index 289

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