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Learning and Performance Matter cover

Learning and performing profoundly affect our results and actions. Yet getting the balance right is a challenge to individuals and organisations. While performing is about meeting the demands placed upon us, learning expands our capacity to meet future demands. Everyday successes and failures are shaped by the way we balance learning and performing. More than just actions, balance involves a set of values that are fundamental to the successful operation of organisations. These values are key dimensions around which organisational cultures form. Unfortunately, achieving balance is like a dance going wrong in organisations around the world: we have been following the same pattern for so long that we are now struggling to establish better ways of going about it.

This intriguing book is a collection of essays from leading consultants, practitioners and scholars offering practical approaches, fresh insights and strategies to proposed solutions for sustained organisational growth and competitive advantage. The book explains the nature of the learning and performance “dance” and its importance to organisations today, and is an indispensable resource for managing the dilemmas and tensions faced by individuals and organisations.

Sample Chapter(s)
Foreword (48 KB)
Chapter 1: Learning and Performance: Rethinking the Dance (93 KB)


Contents:
  • Foreword (D Ulrich)
  • Introduction:
    • Learning and Performance: Rethinking the Dance (P Ramsey)
    • Learning's Place in Organisations:
      • A Short History of Learning (J S Brown & E S Gray)
      • When Learning and Performance are at Odds: Confronting the Tension (S J Singer & A C Edmondson)
      • The Work of Knowledge Management Made Real (M Wheatley & M Rogers)
    • The Organisational Challenge:
      • What Can Leaders Do? (M J Darling & D C Flanigan)
      • Doggie Treats and the Core Group (A Kleiner)
      • Essence of Strategy: Controversial Choices (A Karnani)
    • Applications:
      • Creating Consulting Partnerships that Foster a Depth of Learning (P Blyde)
      • Exploring Performance Versus Learning in Teams: A Situation Approach (D C Kayes)
      • Evaluation by Means (P Ramsey et al.)
      • Learning to Be an Expert: The Place of Vocational Education (P Jarvis)
    • Performance — Learning Dysfunctions:
      • Workplace Bullying: Theft of the Capacity for Learning (A Needham)
      • Perfectionism and Learning (D Ramsey & P Ramsey)
    • Looking to the Future:
      • Singapore: Moving Ahead of Change (P Kumar)

      Readership: Universities, business schools and public and private institutions conducting executive programs, and in other fields of study. Libraries, private and public sector organisations, individuals, consultants, researchers, HRD/HRM directors/managers, teachers, policy-makers, etc.
Free Access
FRONT MATTER
  • Pages:i–x

https://doi.org/10.1142/9789812771933_fmatter

No Access
LEARNING AND PERFORMANCE: RETHINKING THE DANCE
  • Pages:3–14

https://doi.org/10.1142/9789812771933_0001

No Access
A SHORT HISTORY OF LEARNING
  • Pages:17–32

https://doi.org/10.1142/9789812771933_0002

No Access
WHEN LEARNING AND PERFORMANCE ARE AT ODDS: CONFRONTING THE TENSION
  • Pages:33–60

https://doi.org/10.1142/9789812771933_0003

No Access
THE WORK OF KNOWLEDGE MANAGEMENT MADE REAL
  • Pages:61–71

https://doi.org/10.1142/9789812771933_0004

No Access
WHAT CAN LEADERS DO?
  • Pages:75–91

https://doi.org/10.1142/9789812771933_0005

No Access
DOGGIE TREATS AND THE CORE GROUP
  • Pages:93–100

https://doi.org/10.1142/9789812771933_0006

No Access
ESSENCE OF STRATEGY: CONTROVERSIAL CHOICES
  • Pages:101–116

https://doi.org/10.1142/9789812771933_0007

No Access
CREATING CONSULTING PARTNERSHIPS THAT FOSTER A DEPTH OF LEARNING
  • Pages:119–135

https://doi.org/10.1142/9789812771933_0008

No Access
EXPLORING PERFORMANCE VERSUS LEARNING IN TEAMS: A SITUATION APPROACH
  • Pages:137–155

https://doi.org/10.1142/9789812771933_0009

No Access
EVALUATION BY MEANS
  • Pages:157–169

https://doi.org/10.1142/9789812771933_0010

No Access
LEARNING TO BE AN EXPERT: THE PLACE OF VOCATIONAL EDUCATION
  • Pages:171–183

https://doi.org/10.1142/9789812771933_0011

No Access
WORKPLACE BULLYING: THEFT OF THE CAPACITY FOR LEARNING
  • Pages:187–200

https://doi.org/10.1142/9789812771933_0012

No Access
PERFECTIONISM AND LEARNING
  • Pages:201–213

https://doi.org/10.1142/9789812771933_0013

No Access
SINGAPORE: MOVING AHEAD OF CHANGE
  • Pages:217–235

https://doi.org/10.1142/9789812771933_0014

Free Access
BACK MATTER
  • Pages:239–253

https://doi.org/10.1142/9789812771933_bmatter

“This excellent anthology by leading thinkers in organisations offers thoughtful insights on lessons about learning. They probe deeper into learning processes so that these processes can be understood, mapped, and replicated. The lessons from these essays will help managers manage change and leaders learn … As these and other lessons of learning move from principles to practices, the disciplines of learning become less a fad and event and more a pattern and on going experience. They are assimilated into how people and organisations work to produce improved products and services … This volume is a good push along the learning journey.”

Extract from Foreword by Professor Dave Ulrich
University of Michigan and Partner, The RBL Group