The Knowledge-Enabled Organization, Moving From "Training" to "Learning" to Meet Business Goals, Daniel Tobin knowledge-enabled organization, business goals, company employees, training robbery, individual employees, business results, learning job
 
   

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The Knowledge-Enabled Organization

Moving From "Training" to "Learning" to Meet Business Goals

 Daniel Tobin

 
   
 
 
 
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knowledge-enabled organization
business goals
company employees
training robbery
individual employees
business results
learning job
learning needs
knowledge network
job done
knowledge skills
learning contract
applying learning
applying learning job
one way
way determining
determining information
information should
should reside
reside repository
repository examine
examine cumulative
cumulative learning
needs company
employees specified
specified learning
learning contracts
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information should reside
should reside repository
reside repository examine
repository examine cumulative
examine cumulative learning
cumulative learning needs
learning needs company
needs company employees
company employees specified
employees specified learning
specified learning contracts
if we
we want
get job
if we want
get job done
great training
great training robbery
people learn
learning environment
requirements individual
requirements individual employees
knowledge-based organization
learning discovery
groupware work
measurements rewards
technical infrastructure
learning group
company boundaries
organization future
moving training
training learning
learning meet
meet business
moving training learning
training learning meet
learning meet business
meet business goals
knowledge learning
Daniel Tobin
David Bell
Robert Benish
Joseph Giusti
Britton Manasco
The Knowledge-Enabled Organization
Moving From "Training" to "Learning" to Meet Business Goals
Knowledge & Learning
Core competencies
Core rigidities
Creative thinking
Explicit knowledge
Failing forward
Innovation and creativity
Innovation process
Intellectual capital
Knowledge management
Knowledge sharing
Knowledge transfer
Knowledge worker
Learning organizations
Learning orientations
Organizational intelligence
Organizational memory
Process knowledge
Systems thinking
Tacit knowledge
Daniel Tobin
David Bell
Robert Benish
Joseph Giusti
Britton Manasco


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The Great Training Robbery: 1

"Training groups in most companies today are failures."
The Great Training Robbery: 2

"The primary evaluation measure for any training program must be: Will it help you improve your job performance and the company's business results?"
Knowledge and Skills

"The ability to solve customer problems comes not just from the training curriculum, but from employees' knowledge of their customers and their customers' businesses."
How People Learn

"Because knowledge is developed by application to the job, people are the only repositories of knowledge."
Creating a Positive Learning Environment

"It's the old story of the emperor's new clothes; the emperor is convinced that the company is moving in the right direction, but everyone else sees right through the situation."
The Knowledge-Enabled Organization

"The knowledge-enabled organization meets or exceeds its goals, for the company as a whole and for the individual employee."
Knowledge Requirements: Individual Employees

"To become a knowledge-enabled organization, a company's employees must develop three types of knowledge."
Skill Requirements: Individual Employees

"Along with a basic knowledge of business processes employees also need to develop the skills they need to do their jobs."
The Knowledge-Based Organization

"In the knowledge-enabled organization, continuous improvement means continuous learning."
Tying Learning to Business Goals

"In the knowledge-enabled organization, the learning contract is the principal guide for learning activities to be undertaken by the employee."
Applying Learning to the Job

"Because the learning contract is directly tied to business goals, any learning activity undertaken should lead to a positive change in business results."
Learning to Get the Job Done

"Learning is the act of finding relevant information and applying it to the employee's work to make a positive difference in business results."
Learning by Discovery

"It is common to observe the Aha! phenomenon whereby an employee starts applying their learning to the job and suddenly discovers what the course content really means and how it really works."
The Major Components of a Knowledge Network

"One way of determining the information that should reside in the repository is to examine the cumulative learning needs of company employees, as specified in their learning contracts."
Making Groupware Work

"All the technology and capabilities of a knowledge network can enable a company's employees to work together, that is, make it possible."
Measurements and Rewards

"You can never get employees to adopt new behaviors if you continue to measure and reward them on the basis of the old behaviors. This simple truth has defeated many a company's renewal or transformation program."
Building a Technical Infrastructure

"Unless yours is a small organization where employees are located in relatively compact premises, the company needs to provide technologies and tools to promote communications."
The Employee and Organizational Learning Group

"In the knowledge-enabled organization, only the employee and her manager can determine what is to be learned to improve individual and organizational performance."
Employee Responsibilities in the Knowledge-Enabled Organization

"In a knowledge-enabled organization, all employees are responsible for their own learning; they also contribute their own knowledge to help meet the learning needs of other employees."
Moving Learning Beyond Company Boundaries

"The quickest way to fill deficits in specific knowledge and skills may be to buy the necessary resources."
The Knowledge-Enabled Organization and the Future

"Creating a knowledge-enabled organization is a prerequisite for any company's future success."
 


This Book Summary contains Concept Extracts from:

The Knowledge-Enabled Organization
Daniel Tobin

Amacom
1998
(c) 1998 Daniel R. Tobin.


Biography: Daniel R. Tobin, Ph.D. (Framingham, MA) is an independent consultant on corporate learning strategies and has more than 20 years' experience in the HRD field, including a decade at Digital Equipment Corporation. Dr. Tobin's consulting clients range from AT&T Paradyne to Scudder Investor Services to the Massachusetts Department of Corrections. He is also an adjunct professor in the graduate management program at Boston's Emmanuel College, and is the author of Re-Educating the Corporation and Transformational Learning.

Key Phrases in this title:
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Knowledge & Learning
Book Summaries

The Accelerated Learning Fieldbook Making the Instructional Process Fast, Flexible, and Fun | Lou Russel|1999
Action Learning How the World's Top Companies Are Re-Creating Their Leaders and Themselves | David Dotlich, James Noel|1998
Adaptive Enterprise Creating and Leading Sense-and-Respond Organizations | Stephan Haeckel|1999
Benchmarking for Best Practice Continuous Learning Through Sustainable Innovation | Mohamed Zairi|1996
Building the Learning Organization A Systems Approach to Quantum Improvement and Global Success | Michael Marquardt|1996
Common Knowledge How Companies Thrive by Sharing What They Know | Nancy Dixon|2000
Competence-Based Competition | Gary Hamel, Aime Heene|2000
Corporate Amnesia Keeping Know-How in the Company | Arnold Kransdorff|1998
Corporate Instinct Building a Knowing Enterprise for the 21st Century | Thomas Koulopoulos, Richard Spinello, Wayne Toms|1997
Corporate Quality Universities Lessons in Building a World-Class Work Force | Jeanne Meister|1994
Corporate Universities Lessons in Building A World-Class Workforce | Jeanne Meister|1998
The Creative Priority Driving Innovative Business in the Real World | Jerry Hirshberg|1998
The Distributed Mind Achieving High Performance Through the Collective Intelligence of Knowledge Work Teams | Kimball Fisher, Mareen Duncan Fisher|1998
E-Learning Strategies for Delivering Knowledge in the Digital Age | Marc Rosenberg|2001
Effective Training Strategies A Comprehensive Guide to Maximizing Learning in Organizations | Adelaide Davis, James Davis, Fred Van Wert|1998
Enabling Knowledge Creation How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation | Georg Von Krogh, Kazuo Ichijo, Ikujiro Nonaka|2000
Evaluating Training Programs The Four Levels | Donald Kirkpatrick|1998
The Hidden Intelligence Innovation Through Intuition | Sandra Weintraub|1998
High Impact Training Getting Results and Respect | Todd Lapidus|2000
How Organizations Learn An Integrated Strategy for Building Learning Capability | Anthony DiBella, Edwin Nevis|1998
How To Get Ideas Jack Foster|1996
Human Capital What Is It and Why People Invest It. | Thomas Davenport|1999
If Only We Knew What We Know The Transfer of Internal Knowledge and Best Practice | Carla O'Dell, Grayson|1998
Imagin-i-zation New Mindsets for Seeing, Organizing, and Managing | Gareth Morgan|1993
Imagination Engineering Your Toolkit for Business Creativity | Brian Clegg, Paul Birch|1996
The Infinite Resource Creating and Leading the Knowledge Enterprise | William Halal|1998
Information Ecology Mastering the Information and Knowledge Environment | Thomas Davenport|1997
Innovation and Entrepreneurship Peter Drucker|1993
Innovation Management Strategies, Implementation, and Profits | Allan Afuah|1998
The Innovation Premium How Next-Generation Companies Are Achieving Peak Performance and Profitability | Ronald Jonash, Tom Sommerlatte|1999
Innovation Strategy for the Knowledge Economy The Ken Awakening | Debra Amidon|1997
Intellectual Capital Realizing Your Company's True Value by Finding Its Hidden Brainpower | Leif Edvinsson, Michael Malone|1997
The Intelligence Advantage Organizing for Complexity | Michael McMaster|1996
Intelligent Enterprise A Knowledge and Service Based Paradigm for Industry | James Brian Quinn|1992
The Intelligent Organization Engaging the Talent & Initiative of Everyone in the Workplace | Gifford Pinchot, Elizabeth Pinchot|1994
Jamming The Art and Discipline of Business Creativity | John Kao|1997
The Knowing Organization How Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions | Chun Wei Choo|1998
The Knowing-Doing Gap How Smart Companies Turn Knowledge into Action | Jeffrey Pfeffer, Robert Sutton|1999
The Knowledge Advantage 14 Visionaries Define Marketplace Success in the New Economy | Dan Holtshouse, Rudy Ruggles|1999
Knowledge Assets Securing Competitive Advantage in the Information Economy | Max Boisot|1998
The Knowledge Dividend Creating High-Performance Companies Through Value-Based Knowledge Management | Rene Tissen, Daniel Andriessen, Frank Lekanne Deprez|2000
Knowledge Emergence Social, Technical, and Evolutionary Dimensions of Knowledge Creation | Ikujiro Nonaka, Toshihiro Nishiguchi|2001
The Knowledge Engine How to Create Fast Cycles of Knowledge-to-Performance and Performance-to-Knowledge | Lloyd Baird, John Henderson|2001
The Knowledge Evolution Expanding Organizational Intelligence | Verna Allee|1997
Knowledge in Organizations Resources for the Knowledge-Based Economy | Laurence Prusak|1997
The Knowledge Management Fieldbook | Wendi Bukowitz, Ruth Williams|1999
Knowledge Management Strategies | Jerry Honeycutt|2000
Knowledge Networking Creating the Collaborative Enterprise | David Skyrme|1999
The Knowledge-Creating Company How Japanese Companies Create the Dynamics of Innovation | Ikujiro Nonaka, Hirotaka Takeuchi|1995
Knowledge-Driven Work Unexpected Lessons from Japanese and United States Work Practices | Joel Cutcher-Gershenfeld, Michio Nitta, Betty Barrett, al|1998
The Knowledge-Enabled Organization Moving From "Training" to "Learning" to Meet Business Goals | Daniel Tobin|1998
A Little Knowledge Is a Dangerous Thing Understanding Our Global Knowledge Economy | Dale Neef|1999
Machine Learning and Data Mining Methods and Applications | Ryszard Michalski, Ivan Bratko, Miroslav Kubat|1998
Managing Knowledge Building Blocks for Success | Gilbert Probst, Steffen Raub, Kai Romhardt|1999
Mastering the Art of Creative Collaboration Robert Hargrove|1998
Mastering the Dynamics of Innovation | James Utterback|1996
The Minding Organization Bring the Future to the Present and Turn Creative Ideas into Business Solutions | Moshe Rubinstein, Iris Firstenberg|1999
The New Organizational Wealth Managing & Measuring Knowledge-Based Assets | Karl Erick Sveiby|1997
Organizational Learning Capability Generating and Generalizing Ideas with Impact | Arthur Yeung, David Ulrich, Stephen Nason, Mary Ann Von Glinow|1998
Positive Turbulence Developing Climates for Creativity, Innovation, and Renewal | Stanley Gryskiewicz|1999
Post-Capitalist Society Peter Drucker|1993
Presenting to Win A Guide for Finance and Business Professionals | Khalid Aziz|2000
Profiting From Intellectual Capital Extracting Value from Innovation | Patrick Sullivan|1998
The Race to the Intelligent State Charting the Global Information Economy into the 21st Century | Michael Connors|1997
Running Training Like a Business Delivering Unmistakable Value | David van Adelsberg, Edward Trolley|1999
Seeing Systems Unlocking the Mysteries of Organizational Life | Barry Oshry|1996
Smart Business How Knowledge Communities Can Revolutionize Your Company | Jim Botkin|1999
The Smart Organization Creating Value through Strategic R&D | Jim Matheson, David Matheson|1998
Smart Things to Know About Knowledge Management | Thomas Koulopoulos, Carl Frappaolo|1999
The Social Life of Information | John Seely Brown, Paul Duguid|2000
The Strategic Management of Intellectual Capital | David Klein|1998
The Thinking Manager's Toolbox Effective Processes for Problem Solving & Decision Making | William Altier|1999
The Ultimate Book of Business Creativity 50 Great Thinking Tools for Transforming Your Business | Ros Jay|2000
The Ultimate Book of Business Thinking Harnessing the Power of the World's Greatest Business Ideas | Des Dearlove|2000
Value-Driven Intellectual Capital How to Convert Intangible Corporate Assets into Market Value | Patrick Sullivan|2000
The Web Learning Fieldbook Using the World Wide Web to Build Workplace Learning Environments | Valorie Beer|2000
Web Warehousing and Knowledge Management | Rob Mattison, Brigitte Kilger-Mattison|1999
Web-Based Training Using Technology to Design Adult Learning Experiences | Margaret Driscoll|1998
Wellsprings of Knowledge Building and Sustaining the Sources of Innovation | Dorothy Leonard|1998
When Sparks Fly Igniting Creativity in Groups | Dorothy Leonard, Walter Swap|1999
Winning through Innovation A Practical Guide to Leading Organizational Change and Renewal | Michael Tushman, Charles O'Reilly|1997
Working Knowledge How Organizations Manage What They Know | Thomas Davenport, Laurence Prusak|1998



Knowledge & Learning
Book Extract Suites
Each Suite contains extracts from 3 to 10 books focused on a single business concept

  • Managing Knowledge, Information & Data
    • Knowledge Management Carla O'Dell, Rene Tissen, Daniel Andriessen, Frank Lekanne Deprez, Thomas Hargraves, Edward Wakin, Grayson, Wendi Bukowitz, Ruth Williams, James Cortada, Thomas Davenport, Laurence Prusak, David Klein, Vivek Ranadive
    • Linking Knowledge & Technology Jerry Luftman, Virginia O'Brien, Willliam Schiemann, John Lingle, Thomas Davenport, Daniel Tobin, Karl Erick Sveiby, Liam Fahey, Michael Marquardt, Dorothy Leonard
    • Information Overload Jack Trout, Don Tapscott, Thomas Hargraves, Edward Wakin, Haim Mendelson, Johannes Ziegler, James Cortada, Thomas Davenport, Alex Lowy, David Ticoll, Robert Simons, Edgar Schein, Mareen Duncan Fisher, Kimball Fisher, Jim Taylor, Watts Wacker
  • The Learning Organization
    • Fostering Effective Learning Jim Botkin, (Tony) Bates, Lou Russel, Karen Watkins, Victoria Marsick, David Nadler, Elise Walton, Jerome Finnigan, Robert Bruce Shaw, James Davis, Adelaide Davis, Fred Van Wert, Lois Zachary, Glenn Parker, Michael Marquardt
  • Coaching & Mentoring
    • Effective Coaching Brad Humphrey, Jeff Stokes, James Flaherty, Peter Cairo, Laura Whitworth, Henry Kimsey-House, Phil Sandahl, Dennis Kinlaw, Nathaniel Boughton, Jerry Gilley, David Dotlich, Paul Green, Ann Maycunich
    • The Mentoring Relationship Chip Bell, David Thomas, John Gabarro, Peggy Simonsen, Carolyn Duff, Frederic Hudson, Patricia Fritts, Lois Zachary
    • Sharing Knowledge Jim Botkin, Carla O'Dell, Joel Cutcher-Gershenfeld, Michio Nitta, Betty Barrett, al, Grayson, Thomas Stewart, Thomas Davenport, Mareen Duncan Fisher, Kimball Fisher, Max Boisot
  • Leveraging Employee Knowledge
    • Managing Specialization John Macdonald, Michael Tushman, Marie McIntyre, Jay Galbraith, David Nadler, Sumantra Ghoshal, Christopher Bartlett, Douglas Smith, James Brian Quinn, Peter Drucker
    • Empowering the Front Line Ikujiro Nonaka, Hirotaka Takeuchi, Peter Brinckerhoff, Sally Helgesen, Stanley Brown, Daniel Tobin, Ron Ashkenas, Dave Ulrich, Todd Jick, Steve Kerr, Kathleen Ryan, Daniel Oestreich
    • Total Quality Management & Beyond Susan Albers Mohrman, Dick Grote, Jeremy Main, William Grimes, Richard Ludwig, Jerry Wind, Karen Watkins, Victoria Marsick, Gerald Ledford, Edward Lawler, Robert Rodin, Mohamed Zairi
  • Fostering Ideas & Creativity
    • Creative Collaboration Robert Hargrove, Jerry Hirshberg, Walter Swap, Ros Jay, Ralph Stacey, James Brian Quinn, Jordan Baruch, Karen Anne Zien, Dorothy Leonard
    • The Creativity Challenge James Utterback, Jerry Hirshberg, Walter Swap, Barry Z Posner, Paul Taffinder, Alan Robinson, Sam Stern, Jim Kouzes, Ralph Stacey, John Kao, Peter Drucker, Dorothy Leonard
  • Corporate Training & Education
    • Aligning Training & Organizational Goals Alan Weiss, John Schuster, Jill Carpenter, Arun Maira, Peter Scott-Morgan, Harry Jackson, Normand Frigon, Carolyn Nilson, Todd Lapidus, James Davis, Adelaide Davis, Fred Van Wert, Mark Clemente, David Greenspan, David van Adelsberg, Edward Trolley
    • Learning in Groups John Carlos, Alan Randolph, Karen Watkins, Victoria Marsick, Edgar Schein, Susan Nash, Ken Blanchard, James Davis, James Davis, Adelaide Davis, Adelaide Davis, Fred Van Wert, Thomas Davenport, Glenn Parker
  • Knowledge Management & Technology
    • Technology & Knowledge Distribution Bart Victor, Andrew Boynton, Carla O'Dell, (Tony) Bates, Grayson, Haim Mendelson, Johannes Ziegler, Richard Spinello, Wayne Toms, Arnold Kransdorff, Thomas Davenport, Daniel Tobin, Mareen Duncan Fisher, Kimball Fisher, Laurence Prusak, Thomas Koulopoulos
  • Linking Learning & Profits
    • Learning for Growth & Profit Bart Victor, Andrew Boynton, Arun Maira, Peter Scott-Morgan, Arthur Yeung, Stephen Nason, Mary Ann Von Glinow, Lou Russel, Wendi Bukowitz, Ruth Williams, James Moore, David Ulrich, Robert Aubrey, Paul Cohen, Thomas Davenport, Michael McMaster
    • Valuing Intellectual Capital Michael Malone, Jane Fraser, Lowell Bryan, Jeremy Oppenheim, Wilhelm Rall, Wendi Bukowitz, Ruth Williams, Patrick Sullivan, Thomas Stewart, Leif Edvinsson, Jeremy Hope, Tony Hope, Max Boisot
  • Learning from Partners & Customers
    • Learning from Partners Marshall Goldsmith, Jac Fitz-Enz, John Harbison, Peter Pekar, John Conlon, Melissa Giovagnoli, Bernard Garrette, Richard Beckhard, Frances Hesselbein, Charles Poirier, Stephen Reiter, Robert Spekman, Lynn Isabella, Pierre Dussauge, Dorothy Leonard
    • Learning from Customers Richard Whiteley, Diane Hessan, Christopher Gardner, Daniel Stowell, Haim Mendelson, Johannes Ziegler, Philip Weinzimer, Joseph Pine, James Gilmore, Stanley Brown, Debra Amidon, Douglas Gantenbein
    • See additional works by: Daniel Tobin, The Knowledge-Enabled Organization , Moving From "Training" to "Learning" to Meet Business Goals

    You'll find in-depth information on the following topics at this site:

    The Knowledge-Enabled Organization, Moving From "Training" to "Learning" to Meet Business Goals, Daniel Tobin, David Bell, Robert Benish, Joseph Giusti, Britton Manasco, knowledge-enabled organization, business goals, company employees, training robbery, individual employees, business results, learning job, learning needs, knowledge network, job done, knowledge skills, learning contract, applying learning, applying learning job, one way, way determining, determining information, information should, should reside, reside repository, repository examine, examine cumulative, cumulative learning, needs company, employees specified, specified learning, learning contracts, one way determining, way determining information, determining information should, information should reside, should reside repository, reside repository examine, repository examine cumulative, examine cumulative learning, cumulative learning needs, learning needs company, needs company employees, company employees specified, employees specified learning, specified learning contracts, if we, we want, get job, if we want, get job done, great training, great training robbery, people learn, learning environment, requirements individual, requirements individual employees, knowledge-based organization, learning discovery, groupware work, measurements rewards, technical infrastructure, learning group, company boundaries, organization future, moving training, training learning, learning meet, meet business, moving training learning, training learning meet, learning meet business, meet business goals, knowledge learning, Daniel Tobin, David Bell, Robert Benish, Joseph Giusti, Britton Manasco, The Knowledge-Enabled Organization, Moving From "Training" to "Learning" to Meet Business Goals, Knowledge & Learning, Daniel Tobin, David Bell, Robert Benish, Joseph Giusti, Britton Manasco, Core competencies, Core rigidities, Creative thinking, Explicit knowledge, Failing forward, Innovation and creativity, Innovation process, Intellectual capital, Knowledge management, Knowledge sharing, Knowledge transfer, Knowledge worker, Learning organizations, Learning orientations, Organizational intelligence, Organizational memory, Process knowledge, Systems thinking, Tacit knowledge, Daniel Tobin, David Bell, Robert Benish, Joseph Giusti, Britton Manasco, Knowledge & Learning

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    The Knowledge-Enabled Organization, Moving From "Training" to "Learning" to Meet Business Goals, Daniel Tobin knowledge-enabled organization, business goals, company employees, training robbery, individual employees, business results, learning job, learning needs, knowledge network, job done, knowledge skills, learning contract, applying learning, applying learning job

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