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Figures and Exhibits. <p>Foreword (Niall FitzGerald).</p> <p>Foreword (Frances Hesselbein).</p> <p>Preface.</p> <p>Acknowledgments.</p> <p><b>Part One: Challenges and Dilemmas.</b></p> <p>1. Why Aren’t Those Specials Selling Today? (Elliott Masie).</p> <p>2. Five Dilemmas of Knowledge Management (Fons Trompenaars and Charles Hampden-Turner).</p> <p>3. Effectively Influencing Up: Ensuring That Your Knowledge Makes a Difference (Marshall Goldsmith).</p> <p>4. Where “Managing Knowledge” Goes Wrong and What to Do Instead (Niko Canner and Jon R. Katzenbach).</p> <p>5. Knowledge Management Involves Neither Knowledge nor Management (Marc S. Effron).</p> <p><b>Part Two: Processes That Work.</b></p> <p>6. The Real Work of Knowledge Management (Margaret J. Wheatley).</p> <p>7. Tangling with Learning Intangibles (Dave Ulrich and Norm Smallwood).</p> <p>8. When Transferring Trapped Corporate Knowledge to Suppliers Is a Winning Strategy (Larraine Segil).</p> <p>9. Informal Learning: Developing a Value for Discovery (Marcia L. Conner).</p> <p>10. The Company as a Marketplace for Ideas: Simple but Not Easy (Alexander J. Ogg and Thomas Cummings).</p> <p>11. Knowledge Mapping: An Application Model for Organizations (Spencer Clark and Richard Mirabile).</p> <p>12. Just-in-Time Guidance (Calhoun W. Wick and Roy V. H. Pollock).</p> <p><b>Part Three: Leaders Who Make a Difference.</b></p> <p>13. What Leading Executives Know—and You Need to Learn (Howard J. Morgan).</p> <p>14. Rethinking Our Leadership Thinking: Choosing a More Authentic Path (Gary Heil and Linda Alepin).</p> <p>15. Learning at the Top: How CEOs Set the Tone for the Knowledge Organization (James F. Bolt and Charles Brassard).</p> <p>16. Unleash the Learning Epidemic (James Belasco).</p> <p>17. Leading: A Performing Learning Art (Alexander B. Horniman).</p> <p>18. What’s the Big Idea? The “Little Things” That Build Great Leadership in Organizations (Lauren A. Cantlon and Robert P. Gandossy).</p> <p><b>Part Four: Changes for the Future.</b></p> <p>19. Learning Stored Forward: A Priceless Legacy (Betsy Jacobson and Beverly Kaye).</p> <p>20. Developing New Ideas for Your Clients—and Convincing Them to Act (Andrew Sobel).</p> <p>21. Making Knowledge Move (Jon L. Powell).</p> <p>22. The Role of Change Management in Knowledge Management (Marc J. Rosenberg).</p> <p>23. Building Social Connections to Gain the Knowledge Advantage (Susan E. Jackson and Niclas L. Erhardt).</p> <p><b>Part Five: Case Studies and Examples.</b></p> <p>24. Some Key Examples of Knowledge Management (W. Warner Burke).</p> <p>25. Leadership and Access to Ideas (Allan R. Cohen).</p> <p>26. Capturing Ideas, Creating Information, and Liberating Knowledge (Peter Drummond-Hay and Barbara G. Saidel).</p> <p>27. Learning at the Speed of Flight (Fred Harburg).</p> <p>28. The Audacity of Imagination: How Lilly Is Creating “Research Without Walls” (Sharon Sullivan, Bryan Dunnivant, and Laurie Sachtleben).</p> <p>29. Developing a Learning Culture on Wall Street: One Firm’s Experience (Steffen Landauer and Steve Kerr).</p> <p>Notes.</p> <p>Index.</p>

Marshall Goldsmith has been named by the American Management Association as one of the top 50 thought leaders in business over the past 80 years. This is his 18th book. He is widely recognized as a world authority in helping successful leaders achieve positive change in behavior for themselves, their people, and their teams.<br /> Howard Morgan is an executive coach who has led major organizational change initiatives in partnership with top leaders and executives at numerous international organizations.<br /> Alexander J. Ogg is senior vice president of the Foods Division at Unilever. He is responsible for leadership, learning, and performance within the organization.

Praise for Leading Organizational Learning <p>"In typical Goldsmith manner, Marshall has brought together a gourmet’s list of consultants who offer a banquet of intriguing ideas, succinct stories, and pragmatic practices spiced with nuggets of wisdom."<br /> –Joel A. Barker, coauthor, Five Regions of the Future: A Revolutionary Roadmap to the 21st Century</p> <p>"Leading Organizational Learning holds a remarkable wealth of insight into closing the gap between knowledge and people. Every leader hoping to create or maintain a successful organization should read this book!"<br /> –Vijay Govindarajan, Earl C. Daum 1924 Professor of International Business and director, William F. Achtmeyer Center for Global Leadership at the Tuck School of Business at Dartmouth</p> <p>"What is knowledge? How is it embedded in an organization? What are knowledge workers? How can their best thinking be leveraged and applied? These are the questions organizations are (or should be!) struggling with today, and Leading Organizational Learning provides a rich sourcebook for finding answers. It’s filled with practical advice and excellent examples of how the knowledge and learning can be unleashed, the key to achieving organizational effectiveness today."<br /> –Sally Helgesen, author, The Web of Inclusion and Thriving in 24/7</p> <p>"Wasn’t it the sage Lao Tzu who once said, ‘Those who know do not tell: those who tell do not know.’ The contributors to this book do know what we know, and do know what we do not know. Knowing they know, they provide a cornucopia of ideas about how to make knowledge management a reality, not an academic exercise. I recommend this book highly to anybody interested in creating ‘boundaryless’ knowledge-sharing organizations."<br /> –Manfred F. R. Kets de Vries, The Raoul de Vitry d’Avaucourt Chaired Clinical Professor in Leadership Development and director, INSEAD Global Leadership Center, INSEAD</p> <p>"Leading Organizational Learning presents an awesome collection of superstar talent. Marshall Goldsmith, Howard Morgan, and Sandy Ogg have recruited the best in the business to share their experience and wisdom on the most critical issue in improving organizations in the new economy– how to instantly share new knowledge so that organizations can stay at the learning edge. If you were to actually apply the lessons from the scores of case studies in this book you would be guaranteed a return on your investment that far exceeds anything you're likely to read in any other business book on the shelves today."<br /> –Jim Kouzes, coauthor, The Leadership Challenge and Encouraging the Heart, and chairman emeritus, Tom Peters Company</p>

“In typical Goldsmith manner, Marshall has brought together a gourmet’s list of consultants who offer a banquet of intriguing ideas, succinct stories, and pragmatic practices spiced with nuggets of wisdom.”<br /> —Joel A. Barker, coauthor, <i>Five Regions of the Future: A Revolutionary Roadmap to the 21^st Century</i> <p>“<i>Leading Organizational Learning</i> holds a remarkable wealth of insight into closing the gap between knowledge and people. Every leader hoping to create or maintain a successful organization should read this book!”<br /> —Vijay Govindarajan, Earl C. Daum 1924 Professor of International Business, and director, William F. Achtmeyer Center for Global Leadership at the Tuck School of Business at Dartmouth</p> <p>“What is knowledge? How is it embedded in an organization? What are knowledge workers? How can their best thinking be leveraged and applied? These are the questions organizations are (or should be!) struggling with today, and <i>Leading Organizational Learning</i> provides a rich sourcebook for finding answers. It’s filled with practical advice and excellent examples of how the knowledge and learning can be unleashed, the key to achieving organizational effectiveness today.”<br /> —Sally Helgesen, author, <i>The Web of Inclusion</i> and <i>Thriving in 24/7</i></p> <p>“Wasn’t it the sage Lao Tzu who once said, ‘Those who know do not tell: those who tell do not know.’ The contributors to this book do know what we know, and do know what we do not know. Knowing they know, they provide a cornucopia of ideas about how to make knowledge management a reality, not an academic exercise. I recommend this book highly to anybody interested in creating ‘boundaryless’ knowledge-sharing organizations.”<br /> —Manfred F.R. Kets de Vries, The Raoul de Vitry d’Avaucourt Chaired Clinical Professor in Leadership Development, and director, INSEAD Global Leadership Center, INSEAD</p> <p><i>“Leading Organizational Learning</i> presents an awesome collection of superstar talent. Marshall Goldsmith, Howard Morgan, and Sandy Ogg have recruited the best in the business to share their experience and wisdom on the most critical issue in improving organizations in the new economy — how to instantly share new knowledge so that organizations can stay at the learning edge. If you were to actually apply the lessons from the scores of case studies in this book you would be guaranteed a return on your investment that far exceeds anything you’re likely to read in any other business book on the shelves today.”<br /> —Jim Kouzes, coauthor, <i>The Leadership Challenge</i> and <i>Encouraging the Heart,</i> and chairman emeritus, Tom Peters Company</p>

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