The Organizational Learning Cycle was the first book to provide the theory that underpins organizational learning. Its sophisticated approach enabled readers to not only understand how, but more importantly why, organizations are able to learn. This new edition takes the original concepts and theories and shows how they might, and are, being put into action. With five new or completely revised chapters, Nancy Dixon describes the kind of infrastructure organizations need to put in place; there are examples of knowledge databases, whole systems in the room processes and after-action reviews originating from organizations that are making real progress with these ideas. A clearer relationship between organizational learning and more participative forms of organizational governance is drawn, along with responsibilities that employees need to take on to enable, and partake in, collective learning. With new case material from BP, the US Army, Ernst and Young, and the Bank of Montreal, for example, this book shows how you can make use of the collective reasoning, intelligence and knowledge of the organization and channel it into its ongoing and future development.

The Organizational Learning Cycle: How We Can Learn Collectively

Business & Money

Dixon, Nancy M.

Management & Leadership

Routledge

Breakthrough Research on Knowledge Transfer Reveals Five Proven Methods for Making Knowledge Sharing a Reality-Which are Right for Your Company?While external knowledge-about customers, about competitors-is critical, it rarely provides a competitive edge for companies because such information is equally available to everyone. But internal "know-how" that is unique to a specific company-how to introduce a new drug into the diabetes market, how to decrease assembly time in an automobile plant-is the stuff of which sustained competitive advantage is made. Nancy Dixon, an expert in the field of organizational learning, calls this knowledge borne of experience "common knowledge," and argues that in order to get beyond talking about knowledge management to actually doing it, companies must first recognize that all knowledge is not created-and therefore can't be shared-equally. 
Creating successful knowledge transfer systems, Dixon argues, requires matching the type of knowledge to be shared to the method best suited for transferring it effectively. Based on an in-depth study of several organizations-including Ernst &amp; Young, Bechtel, Ford, Chevron, British Petroleum, Texas Instruments, and the U.S. Army-that are leading the field in successful knowledge transfer, Common Knowledge reveals groundbreaking insights into how organizational knowledge is created, how it can be effectively shared-and why transfer systems work when they do. 
Until now, most organizations have had to rely on costly "trial and error" to find a knowledge transfer system that works for them. Dixon helps managers take the guesswork out of this process by outlining three criteria that must be considered in order to determine how a transfer method will work in a specific situation: the type of knowledge to be transferred, the nature of the task, and who the receiver of that knowledge will be. Drawing from the successful-but very different-practices of the companies in her study and providing compelling illustrative stories based on the experiences of real managers, Dixon distills five distinct categories of knowledge transfer, explains the principles that make each of them work, and helps managers determine which of these systems would be most effective in their own organizations.
Common Knowledge gets to the heart of one of the most difficult questions in knowledge transfer today: What makes a system work effectively in one organization but fail miserably in another? Going beyond "one-size-fits-all" approaches and simple generalities like upper management involvement and cultural issues, this important book will help organizations of every kind construct knowledge transfer systems tailored to their unique forms of "common knowledge"-and in the process create the best kind of competitive advantage there is: the kind that can't be copied.

Common Knowledge: How Companies Thrive by Sharing What They Know

Harvard Business School Press

This book provides the lessons learned from setting up the U.S. Army's premier community of practice, CompanyCommand. Written by the developers of the community it tells inspirational stories of knowledge sharing across the U.S. Army and provides a step-by-step "how to" in creating an community.

Company Command: Unleashing the Power of the Army Profession

Computers & Technology

Burgess, Tony

Allen, Nate

Kilner, Pete

Schweitzer, Steve

Internet & Social Media

Center for the Advancement of Leader Development & Organizational Learning

There is a growing sense today that organizations and the people that make them up are, to repeat a figure of speech recently used by Robert Kegan, in over their heads. As diversity becomes the rule and change the sole constant, complexity is increasing. It is generally agreed that the only effective response to this complexity is development: both at the individual and organizational level. One frequently practiced but imperfectly understood developmental activity is talk. This paper looks at the relationship between talk and development in organizations, noting the ways that developmental talk--or, as it is often referred to, dialogue--differs from the skilled talk that goes on all the time. It also summarizes five views on dialogue as offered by leading theorists, offers a series of practical observations based on these views, and presents some examples of how dialogue has been incorporated into the work processes of organizations.

Perspectives on Dialogue: Making Talk Developmental for Individuals and Organizations

Center for Creative Leadership

Knowledge Management Matters: Words of Wisdom from Leading Practitioners is a collection of works penned by this amazing and diverse group of thought leaders. Each of these trailblazers has generously shared their knowledge with a view to helping you and your organization succeed in the knowledge environment. The tips, tactics, and techniques they suggest are time-tested and proven concepts that will help you achieve your organizational objectives. Their collective works are based on decades of experiences with real-world organizations. This is not a book of untested theories that might work, but rather a compilation of genuine words of wisdom from experienced KM practitioners who know knowledge management. Knowledge Management Matters starts with a brief overview of the evolution of knowledge management. Building on this historical foundation, we launch a wide-ranging exploration of the domain. Throughout the book are excellent examples of what works, what doesn't, and some thought-provoking teases about the future. The authors offer great advice on a variety of subjects including storytelling, big data, creativity &amp; innovation, leading communities, knowledge assets, co-creation, catering for a transient workforce and so much more. The contributing practitioners, in alphabetical order, are: - Stephanie Barnes, Director of Doing Things Differently at Art of Innovation - Shawn Callahan, Founder of Anecdote - Paul Corney, Founder of knowledge et al - Nancy M. Dixon, Author of Common Knowledge, HBSP - Stan Garfield, Knowledge Management Author, Speaker, and Community Leader - Anthony J. Rhem, President/Principal Consultant of A.J. Rhem &amp; Associates, Inc. - Arthur Shelley, Founder of Intelligent Answers - Douglas Weidner, Chairman &amp; Chief Instructor of KM Institute - Ron Young, Founder of Knowledge Associates International

Knowledge Management Matters: Words of Wisdom from Leading Practitioners

Rhem, Anthony J.

Shelley, Arthur

Girard, John

Girard, JoAnn

Barnes, Stephanie

Callahan, Shawn

Corney, Paul

Garfield, Stan

Weidner, Douglas

Human Resources

CreateSpace Independent Publishing Platform

See the best price to sell, buy, or rent books by Dixon, Nancy M.. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by Dixon, Nancy M.