Lancaster Organizational Learning Communities

Empowering Social Learning and Collaboration to Improve Performance
1. Auflage 2024
ISBN: 978-1-3986-1551-9
Verlag: Kogan Page
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 448 Seiten, Accessible EPUB

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
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.