Organizational Learning II

<p> I. AN INTRODUCTION TO ORGANIZATIONAL LEARNING </p> <div style="margin-left: 0.2in;"> &nbsp;1. What Is An Organization That It May Learn? </div> <br> <div style="margin-left: 0.2in;"> &nbsp;2. Turning the Researcher/Practitioner Relationship On Its Head. </div> <br> <div style="margin-left: 0.2in;"> &nbsp;3. The Mercury Case: What Facilitates or Inhibits Productive Organizational Learning. </div> <br> <p> II. DEFENSIVE REASONING AND THE THEORETICAL FRAMEWORK THAT EXPLAINS IT. </p> <div style="margin-left: 0.2in;"> &nbsp;4. Defensive Reasoning In Individuals. </div> <br> <div style="margin-left: 0.2in;"> &nbsp;5. The Case of the CIO: Primary and Secondary Inhibitory Loops. </div> <br> <p> III. INQUIRY-ENHANCING INTERVENTION AND ITS THEORETICAL BASIS. </p> <div style="margin-left: 0.2in;"> &nbsp;6. The Classroom: Intervention for Learning and Research. </div> <br> <div style="margin-left: 0.2in;"> &nbsp;7. A Comprehensive Model II Intervention. </div> <br> <p> IV. STRENGTHS AND WEAKNESSES OF CONSULTATION AND RESEARCH IN THE FIELD OF ORGANIZATIONAL LEARNING. </p> <div style="margin-left: 0.2in;"> &nbsp;8. The Evolving Field of Organizational Learning. </div> <br> <div style="margin-left: 0.2in;"> &nbsp;9. Making Sense of Limited Learning. </div> <br> <div style="margin-left: 0.2in;"> 10. Strategy and Learning: Making Prescriptions Actionable by Wim Overseer. </div> <br>