Draws on science, spiritual values, psychology, the cutting edge of management thought with leading companies which employ Fifth Discipline methods. This edition contains more than 100 pages of material about how companies are actually using and benefiting from Fifth Discipline practices.

Offers exercises, tools and techniques for sustaining organisational learning over the long term, as well as suggestions, advice, cautions and warnings based on the experience of people who have already followed the path suggested by the author in The Fifth Discipline .

Focusing on learning and organizational politics, this book addresses the key issues of: organizational learning and action science; organizational development and human resource activities; and usable knowledge and how it is inhibited. It is useful for those who needs to understand how organizations work, evolve, and learn.

Learning from the Future as It Emerges.

Establishes the vocabulary and concepts in the field of knowledge management. This book examines how various types of companies can understand, analyze, measure, and manage their intellectual assets, turning corporate wisdom into market value. It also presents an approach to catalogue and store knowledge.

This pragmatic guide shows how to create an organization of learners. The stories in this book show that businesses, schools, agencies and even communities can undo their learning disabilities and achieve superior performance.

Presents a broad conceptual framework for thinking about learning as a process of social participation.

Argues that while communities form naturally, organizations need to become more proactive and systematic about developing and integrating them into their strategy. This book provides practical models and methods for stewarding these communities to reach their full potential - without squelching the inner drive that makes them so valuable.

Argues that creating knowledge transfer systems requires matching the type of knowledge to be shared to the method suited for transferring it effectively. This book reveals insights into how organizational knowledge is created, how it can be shared - and why transfer systems work. It is based on a study of organizations including Ford and Chevron.

Radical and hopeful, synthesises cutting-edge thinking, firsthand knowledge and ancient wisdom. Gives the reader an intimate look at the development of a new theory about change and learning.

Explains why software development is an exercise in change management and organizational intelligence.

Offers ten guidelines to help key employees and knowledge workers influence upper management. This book demonstrates the best way to move ideas through an organization; outlines the principles that facilitate knowledge management; explains how people learn on the job; and discusses how larger organizations can leverage their bigness .

Features contributions by the scholars of Organizational Learning and Knowledge Management. This work shows links between 'knowledge' and 'learning' literatures.

Most learning on the job is informal. This book offers advice on how to support, nurture, and leverage informal learning and helps trainers to go beyond their typical classes and programs in order to widen and deepen their reach. It reminds us that we live in a radically different, constantly changing, and often distracting workplace.

Suitable for organizational developers, management developers, senior to middle managers and consultants.

Shows you the tools, tricks and tips you need to fix the problems you face on a software development project on an on-going basis. This work also shows how to architect retrospectives in general, how to design them specifically for your team and organization, how to run them effectively, and how to make the needed changes.

A Henley Approach to Best Practice.

This development guide shows users how to conduct action learning: activities that are problem-oriented, goal based and work related. Work groups and teams can use the book to create their own learning experiences, and learn how to plan and implement projects.

This is a book about how social sciences can be improved in ways that its relevance is expanded, the applicability of its knowledge is enlarged and increased, and the commitment to questioning the status quo is strengthened.

This text shows how and why so much business advice is flawed, and how managers and executives can better evaluate advice. It reviews an array of business advice from the best thinkers and consultants and concludes that as appealing as their ideas may be, most of them are not workable.