Many of these best practices identified by the Learning Executive Think Tank relate conceptually to the ideals espoused by Garvin in “Building a Learning Organization.” The advisory councils best practice bears similarity to Garvin’s emphasis on the Three M of Management. Management refers to providing practical counsel to subordinates rather than merely engaging in directive aspirations. In their discussion of this best practice, the advisory councils provide the forum where this practical counsel can occur. Managers work directly with subordinates on the advisory councils to ensure that the learning programs that are developed relate to practical needs. Similarly, the best practice of stakeholder communications confirms Garvin’s concept
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Garvin documents the need for organizations to measure progress, and the best practices takes this concept further by noting how this can occur in a planning stage that must precede the training program. The concept of the half-life curve’s weaknesses presented by Garvin also confirms this best practice as the emphasis is on incremental learning rather than immediate outcomes. The need for comprehensive tools to measure progress also align with this best practice as fast learning will eventually occur through methodical …show more content…
This emphasis is mostly absent in Garvin’s discussion of the learning organization. The think tank’s best practice of a global process reflects organizational challenges in an international environment that certainly apply to many companies today but certainly not those that operate only domestically. The executive onboarding similarly addresses a need for organizations to address corporate culture barriers that would exist in large, multinational firms. The think tank also addresses practical benefits of online learning more than Garvin emphasizes in his discussion. The best practices of virtual learning environments and blended online learning shows how online systems can be used to store, retrieve, and evaluate knowledge. These systems represent a knowledge database as well as learning tools. This emphasis in the white paper appears to reflect the desires of the business leaders that were part of data collection by the think tank to achieve utmost efficiency in their learning tools and
Garvin documents the need for organizations to measure progress, and the best practices takes this concept further by noting how this can occur in a planning stage that must precede the training program. The concept of the half-life curve’s weaknesses presented by Garvin also confirms this best practice as the emphasis is on incremental learning rather than immediate outcomes. The need for comprehensive tools to measure progress also align with this best practice as fast learning will eventually occur through methodical …show more content…
This emphasis is mostly absent in Garvin’s discussion of the learning organization. The think tank’s best practice of a global process reflects organizational challenges in an international environment that certainly apply to many companies today but certainly not those that operate only domestically. The executive onboarding similarly addresses a need for organizations to address corporate culture barriers that would exist in large, multinational firms. The think tank also addresses practical benefits of online learning more than Garvin emphasizes in his discussion. The best practices of virtual learning environments and blended online learning shows how online systems can be used to store, retrieve, and evaluate knowledge. These systems represent a knowledge database as well as learning tools. This emphasis in the white paper appears to reflect the desires of the business leaders that were part of data collection by the think tank to achieve utmost efficiency in their learning tools and