Cargando…
Revolutionize Learning & Developme Performance and Innovation Strategy for the Information Age.
Transform learning and development practices to make your programs relevant and meaningful Existing training and development practices need a major overhaul. Learning and development practitioners and managers must increasingly face the fact that old methods are no longer relevant in today's te...
| Clasificación: | Libro Electrónico |
|---|---|
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Pfeiffer & Co
2014.
|
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Revolutionize Learning & Development: Performance and Innovation Strategy for the Information Age; Copyright; Contents; Foreword; Preface; Acknowledgments; About the Author; Introduction; Why; What; Not; How; Use; About the American Society for Training & Development; Chapter 1: A Call to Arms; #Fail; Harnessing Magic; Performance; Bottom Line; Section 1: Status Quo; Chapter 2: Our World; Change; Change in Companies; Bottom Line; Chapter 3: Our Industry; Inadequate; Event-Ful; Cobbler's Children; Wrong Focus; Disengaging; Insufficient Practice; Antisocial; Unresolved; Rigid; Mismeasured.
- Mythed FoundationsBarriers; No Credibility; Bottom Line; Section 2: "To Hand"; Chapter 4: Our Brains; Our Brains in Action; Our Brains on Learning; Bottom Line; Chapter 5: Our Organizations; Empowerment; Communication; Culture; Bottom Line; Chapter 6: Our Technology; Formal; Performance Support; Social; Mobile; Infrastructure; Bottom Line; Section 3: Aligning; Chapter 7: A Framework for Moving Forward; Bottom Line; Chapter 8: What Does This Look Like?; Stakeholder Perspectives; Employee Perspective; Manager Perspective; Executive Perspective; L & D Perspective; Case Studies; Mark Britz.
- What Are Your Organization's Characteristics?What Situation Did You Come Into?; What Is Your Strategic Plan?; How Is It Working?; What Advice Would You Give to Others?; Tulser; What Are the Organization's Characteristics?; What Situation Did You Come Into?; What Was Your Strategic Plan?; How Did It Work?; What Advice Would You Give to Others?; Jane Bozarth; Background; Strategy/Solution; Results; Allison Anderson; What Are the Organization's Characteristics?; What Situation Did You Come Into?; What Was Your Strategic Plan?; How Is It Working?; What Advice Would You Give to Others?
- Charles JenningsWhat Were the Organization's Characteristics?; What Situation Did You Come Into?; What Was Your Strategic Plan?; How Did It Work?; What Advice Would You Give to Others?; Assess Yourself; Bottom Line; Chapter 9: Re-Think; Performance as Strategy; Doing Less; Learning as Culture; Organization; Supporting Work; Bottom Line; Leader Reflections; Allison Rossett; What Do You See as the Needed Change in L & D?; What Are Organizations Doing Well?; What Are Organizations Still Messing Up?; How Can Organizations Go from Where They Are to Where They Need to Be?; Marc Rosenberg.
- What Do You See as the Needed Change in L & D?What Are Organizations Doing Well?; What Are Organizations Still Messing Up?; How Can Organizations Go from Where They Are to Where They Need to Be?; Section 4: Path Forward; Chapter 10: Re-Do; Performance Consulting; Broader Analysis; Backwards Design; Specific Solutions; Development Facilitation; Getting Informal; Meta-Learning; Prioritization; Measured; Tech; Social; Infrastructure; Pragmatics; Bottom Line; Chapter 11: Moving Forward; Parallel Paths; The Money Story; The Long Game; Conclusion; References; Appendix A: The LPI Capability Map.