|
Argyris, C. (1991). “Teaching smart people how to learn.” Harvard Business Review (May-June.
Argyris, C. and D. A. Schon (1996). Organizational Learning II. Reading, MA, Addison-Wesley.
Booth Sweeney, L. and D. Meadows (1996). The systems thinking playbook: Exercises to stretch and build learning and systems thinking capabilities. The Turning Point Foundation.
Brown, J., D. Isaacs, World Cafe Community (2005.) The World Cafe: Shaping Our Futures Through Conversations That Matter. San Francisco, CA, Berrett-Koehler.
Bunker, B. B. and B. T. Alban Large group interventions: Engaging the whole system for rapid change. San Francisco, Jossey-Bass.
Chawla, S. and J. Renesch, Eds. (1995). Learning organizations: Developing cultures for tomorrow's workplace. Portland, OR, Productivity Press.
Collins, J. C. and J. I. Porras (1994). Built to Last: Successful Habits of Visionary Companies. Harper.
de Geus, A. (1988). “Planning as learning.” Harvard Business Review (March-April): 70-74.
de Geus, A. (1997). The living company: Habits for survival in a turbulent business environment. Boston, Harvard Business School Press.
DiBella, A. J. and E. C. Nevis (1998). How Organizations Learn : An integrated strategy for building learning capability. San Francisco, Calif., Jossey-Bass.
Fritz, R. (1989). The path of least resistance: Learning to become the creative force in your own life. New York, Fawcett Columbine.
Fritz, R. (1991). Creating. New York, Fawcett Columbine.
Hesselbein, F., M. Goldsmith, et al., Eds. (1996). The leader of the future. Drucker Foundation Future Series. San Francisco, Jossey-Bass.
Hesselbein, F., Goldsmith, M., & Beckhard, R., Ed. (1997). The organization of the future. Drucker Foundation Future Series. San Francisco, Jossey-Bass.
Hunt, J. G. J. and a. L. W. George E. Dodge, Eds. (1999). Out-of-the-Box Leadership: Transforming the 21st Century Army and Other Top Performing Organizations. Westport, CT, JAI Press.
Issacs, B. (1993). “Taking flight: Dialogue, collective thinking and organizational learning.” Organizational Dynamics (Autumn): 24-39.
Kahane, A. (2004). Solving Tough Problems: An Open Way of Talking, Listening, and Creating New Realities. San Francisco, CA, Berrett-Koehler.
Kim, D. H. (1993). “The Link between Individual and Organizational Learning.” Sloan Management Review (Fall 1993): 37-50.
Kim, D. H. (1995). “The Vision-Deployment Matrix(TM): A Framework for Large-Scale Change.” Systems Thinker 6(1).
Kleiner, A. and G. Roth (1997). “How to make experience your company's best teacher.” Harvard Business Review (Sept/Oct).
Kleiner, A. and G. Roth (2000). Oil Change: Perspectives on corporate transformation. New York, NY, Oxford Univ. Press.
Nonaka, I. (1991). “The knowledge-creating company.” Harvard Business Review (November-December): 96-104.
Nonaka, I. and H. Takeuchi (1995). The Knowledge-Creating Company: How Japanese companies create the dynamics of innovation. New York, Oxford University Press.
Repenning, N. and J. Sterman (2001). “Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement.” California Management Review 43(4).
Ritchie-Dunham, J.L. and H. T. Rabbino. (2001) Managing from Clarity: Identifying, Aligning and Leveraging Strategic Resources. Wiley.
Schein, E. H. (1993). “How Can Organizations Learn Faster?” Sloan Management Review.
Schein, E. H. (1999). The Corporate Culture Survival Guide: Sense and nonsense about culture change. San Francisco, Calif., Jossey-Bass.
Schwartz, P. (1996). The art of the long view: Planning for the future in an uncertain world. NY, Doubleday Currency.
Seagal, S. and D. Horne (1997). Human dynamics: A new framework for understanding people and realizing the potential in our organizations. Waltham, MA, Pegasus Communications.
Senge, P. M. (1990). The Fifth Discipline: the Art and Practice of the Learning Organization. New York, Doubleday/Currency.
Senge, P. M. (1990). “The leader's new work.” Sloan Management Review 32(1).
Senge, P. M. and F. Kofman (1993). “Communities of commitment: the heart of learning organizations.” Organizational Dynamics (Autumn): 5-23.
Senge, P. M., Charlotte Roberts, Rick Ross, Bryan Smith, Art Kleiner (1994). The Fifth Discipline Fieldbook: Strategies and tools for building a learning organization. New York, Doubleday Currency.
Senge, P. M., Charlotte Roberts, Rick Ross, George Roth, Bryan Smith, and Art Kleiner (1999). The Dance of Change: The challenges of sustaining momentum in learning organizations. New York, Currency/Doubleday.
Senge, P. and O. Scharmer (2001). Community Action Research: Learning as a Community of Practitioners, Consultants, and Researchers. Handbook of Action Research: Participative Inquiry and Practice. P. R. a. H. Bradbury. London; Thousand Oaks, Calif., Sage.
Senge, P.M., C. O. Scharmer, J. Jaworski and B.S. Flowers (2004).
Presence: Human Purpose and the Field of the Future. Cambridge, MA, Society for Organizaitonal Learning.
Senge, P.M., C. O. Scharmer, J. Jaworski and B.S. Flowers (2005).
Presence: An Exploration of Profound Change in People, Organizations and Society. NY, NY, Doubleday.
Stata, R. (1989). “Organizational learning - The key to management innovation.” Sloan Management Review (Spring): 63-74.
Sterman John D. (2000). Business Dynamics, Systems Thinking and Modeling for a Complex World. New York, Irwin/ McGraw-Hill.
Torbert, W. (1973). Learning from experience. New York, Columbia.
Torbert, W. and Associates (2004.) Action Inquiry: The Secret of Timely and Transforming Leadership. San Francisco, CA, Berrett-Koehler.
Vaill, P. (1996). Learning as a way of being: Strategies for survival in a world of permanent white water. San Francisco, Jossey-Bass.
Wack, P. (1985). “Scenarios: Unchartered waters ahead.” Harvard Business Review (September-October): 73-89.
Wack, P. (1985). “Scenarios: Shooting the rapids.” Harvard Business Review (November-December): 139-150.
|
