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　　Most managers today understand the value of building a

learning organization. Their goal is to leverage knowledge and make

it a key corporate asset, yet they remain uncertain about how best

to get started. What they lack are guidelines and tools that

transform abstract theory-the learning organization as an

ideal-into hands-on implementation. For the first time in Learning

in Action, David Garvin helps managers make the leap from theory to

proven practice. Garvin argues that at the heart of organizational

learning lies a set of processes that can be designed, deployed,

and led. He starts by describing the basic steps in every learning

process-acquiring, interpreting, and applying knowledge-then

examines the critical challenges facing managers at each of these

stages and the various ways the challenges can be met. Drawing on

decades of scholarship and a wealth of examples from a wide range

of fields, Garvin next introduces three modes of

learning-intelligence gathering, experience, and

experimentation-and shows how each mode is most effectively

deployed. These approaches are brought to life in complete, richly

detailed case studies of learning in action at organizations such

as Xerox, L. L. Bean, the U. S. Army, and GE. The book concludes

with a discussion of the leadership role that senior executives

must play to make learning a day-to-day reality in their

organizations.

Preface

Acknowledgments

PART I. FOUNDATIONS

1. From Individual to Organizational Learning

2. The Learning Process

PART II. TYPES OF LEARNING

3. Intelligence

4. Experience

5. Experimentation

PART Ill. THE LEADERSHIP CHALLENGE

6. Leading Learning

Notes

Index

About the Author

……

　　David Garvin is the Robert and Jane Cizik Professor of

Business Administration at Harvard Business School.

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Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory-the learning organization as an ideal-into hands-on implementation. For the first time in Learning in Action, David Garvin helps managers make the leap from theory to proven practice.

Garvin argues that at the heart of organizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process-acquiring, interpreting, and applying knowledge-then examines the critical challenges facing managers at each of these stages and the various ways the challenges can be met. Drawing on decades of scholarship and a wealth of examples from a wide range of fields, Garvin next introduces three modes of learning-intelligence gathering, experience, and experimentation-and shows how each mode is most effectively deployed. These approaches are brought to life in complete, richly detailed case studies of learning in action at organizations such as Xerox, L. L. Bean, the U. S. Army, and GE. The book concludes with a discussion of the leadership role that senior executives must play to make learning a day-to-day reality in their organizations.