Extent:
1 Online-Ressource (xxvi, 229 Seiten)
Diagramme
Type of publication: Book / Working Paper
Language: English
Notes:
Literaturverzeichnis: Seite 191-198
Revolutionize Learning & Development: Performance and Innovation Strategy for the Information Age; Copyright; Contents; Foreword; Preface; Acknowledgments; About the Author; Introduction; Why; What; Not; How; Use; About the American Society for Training & Development; Chapter 1: A Call to Arms; #Fail; Harnessing Magic; Performance; Bottom Line; Section 1: Status Quo; Chapter 2: Our World; Change; Change in Companies; Bottom Line; Chapter 3: Our Industry; Inadequate; Event-Ful; Cobbler's Children; Wrong Focus; Disengaging; Insufficient Practice; Antisocial; Unresolved; Rigid; Mismeasured
Mythed FoundationsBarriers; No Credibility; Bottom Line; Section 2: "To Hand"; Chapter 4: Our Brains; Our Brains in Action; Our Brains on Learning; Bottom Line; Chapter 5: Our Organizations; Empowerment; Communication; Culture; Bottom Line; Chapter 6: Our Technology; Formal; Performance Support; Social; Mobile; Infrastructure; Bottom Line; Section 3: Aligning; Chapter 7: A Framework for Moving Forward; Bottom Line; Chapter 8: What Does This Look Like?; Stakeholder Perspectives; Employee Perspective; Manager Perspective; Executive Perspective; L&D Perspective; Case Studies; Mark Britz
What Are Your Organization's Characteristics?What Situation Did You Come Into?; What Is Your Strategic Plan?; How Is It Working?; What Advice Would You Give to Others?; Tulser; What Are the Organization's Characteristics?; What Situation Did You Come Into?; What Was Your Strategic Plan?; How Did It Work?; What Advice Would You Give to Others?; Jane Bozarth; Background; Strategy/Solution; Results; Allison Anderson; What Are the Organization's Characteristics?; What Situation Did You Come Into?; What Was Your Strategic Plan?; How Is It Working?; What Advice Would You Give to Others?
Charles JenningsWhat Were the Organization's Characteristics?; What Situation Did You Come Into?; What Was Your Strategic Plan?; How Did It Work?; What Advice Would You Give to Others?; Assess Yourself; Bottom Line; Chapter 9: Re-Think; Performance as Strategy; Doing Less; Learning as Culture; Organization; Supporting Work; Bottom Line; Leader Reflections; Allison Rossett; What Do You See as the Needed Change in L&D?; What Are Organizations Doing Well?; What Are Organizations Still Messing Up?; How Can Organizations Go from Where They Are to Where They Need to Be?; Marc Rosenberg
What Do You See as the Needed Change in L&D?What Are Organizations Doing Well?; What Are Organizations Still Messing Up?; How Can Organizations Go from Where They Are to Where They Need to Be?; Section 4: Path Forward; Chapter 10: Re-Do; Performance Consulting; Broader Analysis; Backwards Design; Specific Solutions; Development Facilitation; Getting Informal; Meta-Learning; Prioritization; Measured; Tech; Social; Infrastructure; Pragmatics; Bottom Line; Chapter 11: Moving Forward; Parallel Paths; The Money Story; The Long Game; Conclusion; References; Appendix A: The LPI Capability Map
Appendix B: The Towards Maturity Model
ISBN: 978-1-118-86402-9 ; 978-1-118-86361-9
Source:
ECONIS - Online Catalogue of the ZBW
Persistent link: https://www.econbiz.de/10012689723