There is already considerable literature on learning at the
individual level and a growing body of literature on group and
organizational learning. But to date, there has been little attempt
to bring these literatures together and link learning at all three
levels. "Continuous Learning in Organizations" targets learning at
each of the three levels and demonstrates how processes at one
level impacts learning at other levels. At the heart of the work is
the idea that individuals, groups, and organizations are living
systems with internal learning mechanisms that can be activated and
supported or stymied and thwarted. Once activated, systems can
learn adaptively by reacting to a change in the environment; they
can learn by generating new knowledge and conditions; and/or they
can transform by creating and applying frame-breaking ideas and
bringing about radically new conditions. Individuals, groups, and
organizations are nested within each other forming an increasingly
complex hierarchy of intertwined systems. From this point of view,
the book describes the interactions between the levels and how
developmental processes at one level affect learning at other
levels.
The text appeals to both the scientist and professionals alike
in the fields of human resource development, training, management
and executive education, coaching, and organization change and
development. It is also for executives who establish directions for
learning and need to convince others that continuous learning is
the key to on-going success of their enterprise.
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