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Full Description
In the age of knowledge, organizations survive and thrive only when they learn. All too often, when organizations are confronted with novel or changing situations, the process of learning breaks down and the result is catastrophic. In Organizational Resilience: How Learning Sustains Organizations in Crisis, Disaster, and Breakdown, D. Christopher Kayes explains why all organizational leaders should be concerned about learning and the dire consequences that may ensue if they are not.
Kayes draws on the foundational ideas of philosopher John Dewey, then connects this philosophy to contemporary studies on learning, management, and organizations. Through a wide range of examples from the realms of government, finance, engineering, healthcare, and commercial air travel, he describes how learning can help organizations weather crises and outlines specific ways that leaders can learn from their experience.
The first comprehensive review of how learning sustains organizations in challenging times, Organizational Resilience is essential reading for crisis managers, disaster-recovery team leaders, continuity-of-operations planning professionals, emergency-management professionals, and leaders at all levels who want their organizations to thrive.
Contents
Preface ; Introduction: Learning as the Source of Resilience ; Part I: Experience as the Source of Learning in Organizations ; Chapter 1: Learning from Experience ; Chapter 2: The Structure of Learning in Organizations ; Chapter 3: Learning versus Performance in the Air France Flight 447 Disaster ; Part II: The Breakdown of Learning ; Chapter 4: A Review of Failure in Organizations ; Chapter 5: From Failure to the Breakdown of Learning ; Chapter 6: How Optimism and Positive Thinking Can Limit Learning ; Chapter 7: Goal Setting as an Unlikely Threat to Learning ; Chapter 8: Experience and Decision Making ; Part III: Building Resilience through Learning ; Chapter 9: Case Study: Learning From the Search for Weapons of Mass Destruction ; in Iraq ; Chapter 10: Revisiting the Universal Dilemma of Learning in Policy, Government, and Organizational Culture ; Chapter 11: Building Learning in Organizations ; References ; Index
