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Zusatztext Hess does the great service of examining the processes of both organizational and individual learning.... [He] conducts a dialogue with readers that is refreshingly unobscured by jargon and cant.... How refreshing it is to have a serious discussion of these important issues. Bravo! Informationen zum Autor Edward D. Hess is professor of business administration, Batten Faculty Fellow, and Batten Executive-in-Residence at the Darden School of Business at the University of Virginia. His many books include Smart Growth: Building an Enduring Business by Managing the Risks of Growth (Columbia, 2010) and Humility Is the New Smart: Rethinking Human Excellence in the Smart Machine Age (2017). Klappentext To compete with today's increasing globalization and rapidly evolving technologies, individuals and organizations must take their ability to learn--the foundation for continuous improvement, operational excellence, and innovation--to a much higher level. In Learn or Die, Edward D. Hess combines recent advances in neuroscience, psychology, behavioral economics, and education with key research on high-performance businesses to create an actionable blueprint for becoming a leading-edge learning organization. Learn or Die examines the process of learning from an individual and an organizational standpoint. From an individual perspective, the book discusses the cognitive, emotional, motivational, attitudinal, and behavioral factors that promote better learning. Organizationally, Learn or Die focuses on the kinds of structures, culture, leadership, employee learning behaviors, and human resource policies that are necessary to create an environment that enables critical and innovative thinking, learning conversations, and collaboration. Zusammenfassung In Learn or Die, Edward D. Hess combines recent advances in neuroscience, psychology, behavioral economics, and education with key research on high-performance businesses to create an actionable blueprint for becoming a leading-edge learning organization. Inhaltsverzeichnis Acknowledgments Part I: The Science of Learning 1. Learn or Die: Building a High-Performance Learning Organization 2. Learning: How Our Mind Works 3. Emotions: The Myth of Rationality 4. Learning: The Right People 5. Creating a Learning Environment 6. Learning Conversations 7. Critical Thinking Tools 8. A Conversation with Dr. Gary Klein Part II: Building a Learning Organization 9. Bridgewater Associates, LP: Building a Learning "Machine" 10. Intuit, Inc.: "It's Time to Bury Caesar" 11. United Parcel Services, Inc.: Being "Constructively Dissatisfied" Epilogue Notes Bibliography Index...
