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Organizational learning and performance: the science and practice of building a learning culture

Organizational learning and performance: the science and practice of building a learning culture

Smerek, Ryan

In Organizational Learning and Performance: The Science and Practice of Building a Learning Culture, Ryan E. Smerek offers practitioners and organizational scholars a solid foundation to understand individual and organizational learning. Drawing from research in the social sciences as well as from compelling examples of organizations, he demonstrates what it means to build a learning culture - and how it can improve one's performance. The first section of the book provides an overview of what it means to learn as an individual and how individuals vary in their openness to learn. Drawing from cognitive and personality psychology, thinking dispositions such as a growth mindset, curiosity, and intellectual humility are explored and how they help foster learning in organizations. In the second section, Smerek describes the principles of a learning culture, providing a look into the world's largest hedge fund, a renowned food company, a highly-regarded children's hospital, and a preeminent innovation and design firm. Through these examples, readers will come to understand the social norms that increase learning. These include a commitment to transparency of thinking and the pursuit of truth, "big picture thinking," a willingness to learn from failure, and the social norms needed to foster innovation and creativity. Organizational Learning and Performance is designed for practitioners and scholars of organizations who want to better understand the psychology of individual and organizational learning. By combining organizational examples with insights from research, this book provides readers with a unique and distinctive lens to improve both personal and organizational performance

Hardback, Book. English.
Published New York: Oxford University Press, [2018]
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Details

Statement of responsibility: Ryan E. Smerek
ISBN: 0190648376, 9780190648374
Note: Includes bibliographical references and index.
Physical Description: vi, 190 pages ; 25 cm
Subject: Organizational learning Psychological aspects.; Leadership Psychological aspects.

Contents

  1. Acknowledgments
  2. Organizational learning and performance
  3. Learning as an individual
  4. Three metaphors of learning as an individual
  5. Thinking dispositions that foster learning
  6. Building a learning culture
  7. Transparency and pursuing truth
  8. Big picture thinking and learning
  9. Learning from failure
  10. Learning and innovation
  11. Leadership and building a learning culture
  12. References
  13. Appendix: learning culture survey.

Author note

Ryan E. Smerek is an Assistant Professor and Assistant Director of Academic Affairs in the Master's of Science in Learning and Organizational Change program at Northwestern University. He received his Ph.D. from the University of Michigan in higher education and organizational behavior and management. His dissertation on the simultaneous "being and learning" of new college and university presidents won the Best Dissertation Award from the Center for

the Study of Higher and Postsecondary Education at the University of Michigan. He also received an Ed.M. from Harvard University and a B.A. from Dartmouth College in economics. He has researched and published in the areas of learning and new executives, decision-making, job satisfaction, and organizational culture.

He has worked at Dove Consulting in Boston, Harvard University's Kennedy School of Government, and Denison Consulting - a culture and leadership assessment firm in Ann Arbor, Michigan.

Description

In Organizational Learning and Performance: The Science and Practice of Building a Learning Culture, Ryan E. Smerek offers practitioners and organizational scholars a solid foundation to understand individual and organizational learning. Drawing from research in the social sciences as well as from compelling examples of organizations, he demonstrates what it means to build a learning culture - and how it can improve one's performance.

The first section of the book provides an overview of what it means to learn as an individual and how individuals vary in their openness to learn. Drawing from cognitive and personality psychology, thinking dispositions such as a growth mindset, curiosity, and intellectual humility are explored and how they help foster learning in organizations.

In the second section, Smerek describes the principles of a learning culture, providing a look into the world's largest hedge fund, a renowned food company, a highly-regarded children's hospital, and a preeminent innovation and design firm. Through these examples, readers will come to understand the social norms that increase learning. These include a commitment to transparency of thinking and the pursuit of truth, "big picture thinking," a willingness to learn from failure, and the social

norms needed to foster innovation and creativity.

Organizational Learning and Performance is designed for practitioners and scholars of organizations who want to better understand the psychology of individual and organizational learning. By combining organizational examples with insights from research, this book provides readers with a unique and distinctive lens to improve both personal and organizational performance.