Action Learning: How the Worlds Top Companies are Re–Creating Their Leaders and Themselves

Plug into a dynamic leadership develop process custom made for today′s rapidly changing, technology–driven business environment. Unlike traditional classroom–style programs, Action Learning embroils "students" in emotionally intense, team–oriented experiences that directly address the immediate strategic needs of the organization. Here, authors Dotlich and Noel detail the many Action Learning sessions they′ve conducted at Shell, Ameritech, Citibank, and other leading corporations that have used Action Learning to quickly and successfully implement a variety of tactical and quantum change initiatives. Readers benefit from a clearly defined framework they can use to construct an Action Learning program of their own––a program that gives companies the power to recreate themselves by first recreating their leaders.

Spis treści:
Part One: Action + Learning = Change
1. The Action Learning Framework
2. Stories of Action Learning in Action: Three Types of Action Learning
3. Why Change? Rising to the Challenges of the New Business World
Part Two: Putting Action Learning to Work
4. You Can′t Buy Leadership: Transforming Leaders in Place
5. Growing Global Leaders
6. Breaking the Boundaries Between Functions and Business Units
7. Reconceptualizing the Business
8. Releasing Fresh Thinking and IndepAndent Action
9. For Companies to Learn to Change, People Must Learn to Change
10. Fusing Technology and the Business
11.Removing the Barriers Between Customer and Company
12. Reaching to the Future
Resources
A. RecommAnded Readings
B. Action Learning Examples

Nota biograficzna:
DAVID L. DOTLICH, former executive vice president of Honeywell and Groupe Bull, is an indepAndent consultant and executive coach whose clients include Johnson & Johnson, Nike and Arthur Andersen. JAMES L. NOEL, is vice president of executive development for Citibank.

Okładka tylna:
Plug into a dynamic leadership develop process custom made for today′s rapidly changing, technology–driven business environment. Unlike traditional classroom–style programs, Action Learning embroils "students" in emotionally intense, team–oriented experiences that directly address the immediate strategic needs of the organization. Here, authors Dotlich and Noel detail the many Action Learning sessions they′ve conducted at Shell, Ameritech, Citibank, and other leading corporations that have used Action Learning to quickly and successfully implement a variety of tactical and quantum change initiatives. Readers benefit from a clearly defined framework they can use to construct an Action Learning program of their own––a program that gives companies the power to recreate themselves by first recreating their leaders.