Understand how to build and foster learning communities in your organization to drive individual employee and overall business performance.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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.
Inhaltsangabe
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
