Leading Organizational Learning

Marcia Conner explores informal learning—how people learn on

the job. Sandy Ogg and Tom Cummings discuss how larger organi-

zations can leverage their “bigness” and benefit from “early infor-

mation” to compete with smaller competitors in “The Company as

a Marketplace for Ideas: Simple but Not Easy.” In “Knowledge

Mapping: An Application Model for Organizations,” Spencer

Clark and Richard Mirabile propose a method of knowledge

mapping to effectively organize and use knowledge in decision

making. This part concludes with “Just-in-Time Guidance” by

Calhoun Wick and Roy Pollock. The authors outline opportunities

and principles for applying information technology to leadership

development guidance.

Part Three, “Leaders Who Make a Difference,” opens with

“What Leading Executives Know—and You Need to Learn,”

Howard Morgan’s examination of the knowledge and attributes

that are integral to the success of today’s executives. Gary Heil and

Linda Alepin, in “Rethinking Our Leadership Thinking: Choosing

a More Authentic Path,” advocate the development of authentic-

ity as a way for leaders to keep ideas moving and people stimulated.

In “Learning at the Top: How CEOs Set the Tone for the Knowl-

edge Organization,” James Bolt and Charles Brassard investigate

how CEOs do and do not learn and why they should. James

Belasco discusses the development and promotion of “learner-

leaders” in organizations in “Unleash the Learning Epidemic.”

Alexander Horniman’s “Leading: A Performing Learning Art”

defines leader-learners as creative innovative learners who base

learning on knowledge (facts), thinking, and understanding. In

the last chapter in Part Three, “What’s the Big Idea? The ‘Little

Things’ That Build Great Leadership in Organizations,” Lauren

Cantlon and Robert Gandossy explore five nuances of great

companies.

Part Four, “Changes for the Future,” begins with a chapter by

Betsy Jacobson and Beverly Kaye, “Learning Stored Forward: A

Priceless Legacy,” which defines explicit and tacit knowledge and

discusses the passing of knowledge from person to person. In

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