Real organizational learning happens when leaders intentionally decide how reflection, feedback and experimentation are going ...

To go from learning individuals to a learning organization, you need a common direction — which must be set by top management. The megatrends transforming the world require a no less radical ...

At the start of the COVID-19 pandemic, a shelter in the Midwest serving 16 different families had to quickly overhaul its operations. This included changing meal-time routines to account for social ...

Dynamic organizations are ones with staff who appreciate the need for change and who embrace lifelong learning. Our world undergoes constant and rapid change, and those who do not welcome it find ...

In 1994, after serving as an organizational consultant for General Gordon Sullivan, then U.S. Army Chief of Staff, Margaret Wheatley wrote an article about the U.S. Army becoming a learning ...

Ransbotham, Sam, Shervin Khodabandeh, David Kiron, François Candelon, Michael Chu, and Burt LaFountain. "Expanding AI's Impact with Organizational Learning." MIT Sloan Management Review, Big Ideas ...

The Master of Arts in Organizational Change Leadership at Western Michigan University prepares professionals to lead effective, lasting change in today’s global and rapidly evolving workplaces.

As the world faces the climate crisis, international protests for racial justice, a global pandemic, and an economic downturn, the social change sector is struggling. Organizations across the spectrum ...

Organizations typically celebrate speed as a competitive advantage. Faster decisions, quicker pivots, and shorter feedback loops are praised as markers of agility. Less attention is paid to ...

Why do we learn? This is the provocative question that Stanislas Dehaene asks in his book How We Learn. 1 But you’ve probably never asked yourself: “Why do we learn in the first place?” As Dehaene ...