Available as a Seminar
Organizational learning is crucial to competitiveness but hard to sustain.
We draw on a decade of research across a range of industries.
Consider Toyota, renowned for continuous improvement. It lost sight of that goal in its push to become the world’s largest automaker—and had to recall 9 million vehicles as a result.
Let’s look at why it’s so hard to become and remain a “learning organization”—and how companies can do better.
Four deeply held biases are at the heart of the struggle:
They give rise to a host of behaviors that interfere with learning.
But leaders who recognize the biases can use concrete tactics to combat them.
We explore those tactics as we look at each bias.
Seminar*Why Organizations Don’t Learn
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