Organizational Learning Communities

Empowering Social Learning and Collaboration to Improve Performance
1. Auflage 2024
ISBN: 978-1-3986-1549-6
Verlag: Kogan Page

Buch, Englisch, 448 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 679 g

Learning communities transform organizations through sharing knowledge, spearheading practice, solving problems, seeding innovation and supercharging development. So how can you develop a culture of learning in your organization?Organizational Learning Communities answers this question and explains how and why this approach can improve individual employee performance and drive overall business results. Written by a leading voice in the learning profession, this book contains everything that Learning and Development (L&D) practitioners need to know to successfully embed learning communities in their organizations. Following the 7Cs model of Cause, Culture, Conditions, Cadence, Content, Contributions and Credit, the book establishes the key factors that underpin thriving learning communities as well as the benefits of social and collaborative learning in the company. This practical guide establishes strategies to drive community impact and report success to stakeholders, drawing widely on evidence-based research and real-world examples. Each chapter ends with reflective questions to support transfer to the reader's context. This is essential reading for those involved in facilitating learning communities, or planning on pioneering one, to empower their organization's productivity and performance.

Autoren/Hrsg.

Lancaster, Andy

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management

Inhaltsverzeichnis

• Section - 01: What are the foundations for organizational learning communities?
• • Chapter - 01: Natural tendencies
  • Chapter - 02: Better together
  • Chapter - 03: Social learning theory - Bandura
  • Chapter - 04: Social constructivist and scaffolding - Vygotsky and Bruner
  • Chapter - 05: Situated learning theory - Lave and Wenger
  • Chapter - 06: Collective, collaborative, or cooperative?
  • Chapter - 07: The elusive 20
  • Chapter - 08: Community definitions
  • Chapter - 09: DNA of learning communities
  • Chapter - 10: Community dimensions
• Section - 02: How are organizational learning communities impactful?
• • Chapter - 11: Sharing knowledge
  • Chapter - 12: Spearheading practice
  • Chapter - 13: Solving problems
  • Chapter - 14: Seeding innovation
  • Chapter - 15: Supercharging development
• Section - 03: What are keys to facilitate effective organizational learning communities? The 7Cs model
• • Chapter - 16: Introducing the 7Cs model
  • Chapter - 17: Friction
  • Chapter - 18: Attraction
  • Chapter - 19: Ownership
  • Chapter - 20: Charters
  • Chapter - 21: Access
  • Chapter - 22: Sponsor-champions
  • Chapter - 23: Launch
  • Chapter - 24: Context and culture
  • Chapter - 25: Rituals
  • Chapter - 26: Psychology safety
  • Chapter - 27: Inclusivity and intersectionality
  • Chapter - 28: Altruism
  • Chapter - 29: Bias: Information and interpretation
  • Chapter - 30: Bias: Interaction and image
  • Chapter - 31: Groupthink
  • Chapter - 32: The spiral community
  • Chapter - 33: Balancing modes: Face-to-face, digital and hybrid
  • Chapter - 34: Levering physical spaces
  • Chapter - 35: Leveraging digital spaces: LMS and LXP
  • Chapter - 36: Levering digital spaces: Tools
  • Chapter - 37: Leveraging virtual spaces: Metaverse worlds
  • Chapter - 38: Ensuring accessibility
  • Chapter - 39: Rhythms
  • Chapter - 40: Cadence
  • Chapter - 41: Phases
  • Chapter - 42: Synchronous-Asynchronous
  • Chapter - 43: Shelf life
  • Chapter - 44: Curating assets
  • Chapter - 45: Creative activities
  • Chapter - 46: Coordinated campaigns
  • Chapter - 47: Curious questioning
  • Chapter - 48: Cultivating AI
  • Chapter - 49: Passivity to participation
  • Chapter - 50: Numbers
  • Chapter - 51: Relationship and contribution analysis
  • Chapter - 52: Working out loud
  • Chapter - 53: Task contributions
  • Chapter - 54: Social contributions
  • Chapter - 55: Dysfunctional contributions
  • Chapter - 56: Coordination and management
  • Chapter - 57: Recognition and reward
  • Chapter - 58: Roles
• Section - 04: How can we demonstrate the impact of organizational learning communities?
• • Chapter - 59: Quantitative, qualitative, ROI and ROE
  • Chapter - 60: Participant reflection and the five cycles model
  • Chapter - 61: Leveraging narratives

Über Autor(innen)

Lancaster, Andy
<b>Andy Lancaster</b> is Chief Learning Officer at Reimagine People Development consultancy, specializing in supporting, coaching and mentoring learning leaders and teams to create impactful development strategies and solutions, transform learning cultures and empower socialized learning communities. The former Head of Learning at the Chartered Institute of Personnel and Development (CIPD), Andy is a trusted thinker, commentator and inspiring speaker, renowned for his insights that have helped reshape the organizational learning landscape globally. He is the author of award-winning <b><i>Driving Performance Through Learning</i></b>, also published by Kogan Page.

Andy Lancaster is Chief Learning Officer at Reimagine People Development consultancy, specializing in supporting, coaching and mentoring learning leaders and teams to create impactful development strategies and solutions, transform learning cultures and empower socialized learning communities. The former Head of Learning at the Chartered Institute of Personnel and Development (CIPD), Andy is a trusted thinker, commentator and inspiring speaker, renowned for his insights that have helped reshape the organizational learning landscape globally. He is the author of award-winning Driving Performance Through Learning, also published by Kogan Page.