Spotlights Royal Dutch/Shell and gives its history — itemized in panel format. Discusses how Shell have experimented and wrestled with senior management level learning. Acts as an antidote to any sense that creating a learning organization is simply introducing formulaic sets of solutions....

Identifies four organizational types — of which three inhibit learning: the knowing organization; the understanding organization; the thinking organization; and the learning organization. Uses a figure to show this in full and give clear explanation. Concludes that, although the other...

Opines that scholars may have done the business world a disservice by the way they discuss the concept of the learning organization. Suggests building a learning organization is a long‐term project, of which there are three steps: fostering an environment that is conducive to learning; opening...

Chronicles that success in stable periods makes organizations particularly vulnerable when sharp, sudden change is necessary. Suggests organizations need to both manage radical change and gradual change. Suggests the parallel of business organizations is to prosper through revolutionary...

Discusses German‐born psychologist Kurt Lewin's work in the field of organizational development and change and how he influenced those two. Pinpoints two of his ideas ‐ a force field and change as a three‐point process, and examines these in detail. States there is much still to be...

Describes the world's largest companies as being in a state of flux. Acknowledges that the various ways in which companies have responded strategically and organizationally to conflicting pressures have led to radically different degrees of success — even within same industries. Determines...