Dimensions of the Learning Organization

Organizational learning is still seeking a theory and there can be no (and perhaps cannot be) agreement on the dimensions of the learning organization. However, useful models associated with learning and change can be leveraged individually or in association to reflect on the overall system of an organization. (No. 42 | April 2009)

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Overcoming Roadblocks to Learning

The gulf between the ideal type of a learning organization and the state of affairs in typical bilateral and multilateral development agencies remains huge. Defining roadblocks, however numerous they may be, is half the battle to removing them—it might make them part of the solution instead of part of the problem. (No. 41 | April 2009)

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Drawing Mind Maps

Mind maps are a visual means that represent, link, and arrange concepts, themes, or tasks, with connections usually extending radially from a central topic. They are used by individuals and groups (informally and intuitively) to generate, visualize, structure, and classify these. (No. 40 | April 2009)

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Glossary of Knowledge Management

The knowledge management discipline can be cryptic. These Knowledge Solutions define its most common concepts in simple terms. (No. 39 | April 2009)

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Growing Managers, Not Bosses

In the 21st century, managers are responsible for the application and performance of knowledge at task, team, and individual levels. Their accountability is absolute and cannot be relinquished. In a changing world, successful organizations spend more time, integrity, and brainpower on selecting them than on anything else. (No. 38 | April 2009)

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Managing by Walking Around

Management by walking around emphasizes the importance of interpersonal contact, open appreciation, and recognition. It is one of the most important ways to build civility and performance in the workplace. (No. 37 | April 2009)

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