A learning organization supports learning at three levels: (1) individual, through continuous opportunities, inquiry, and dialog; (2) team, through action learning and collaboration; and (3) organizational, through systems that capture learning, empower participants, and link to the environment. Leaders who model and support learning at all three…

Discusses the need for workers to acquire more information at an increasing rate in response to changes and developments in the workplace and proposes three variables that affect an individual's participation in an organization's development process. Considers learning participation and implications for human development practitioners. (Author/LRW)

This paper conceptualises a basis for understanding learning in workplaces. This comprises a duality between how access to workplace activities and guidance is afforded, on the one hand, and how workers elect to engage with what is afforded to them, on the other. This reciprocal basis for thinking, acting and learning is referred to as…

Organizations, with the help of human resource development (HRD) staff, must reexamine their objectives for future operations and the work force. Organizations with a focus on organizational development (OD) can provide meaningful work to employees and the organization itself. The OD framework consists of three units that must coexist as the major…

The anthology addresses itself to some of the major issues concerning the evolving nature of work within advanced technical and affluent societies. Part 1 presents an essay which briefly reviews the evolutionary history of work. Part 2 seeks to define human needs as the goals of work and evaluative changing need priorities under conditions of…

This paper, based on a publication entitled "Facing up to the Learning Organisation Challenge," published in April 2003, provides an overview of the main questions emerging from recent European research projects related to the topic of the learning organisation. The rationale for focusing on this topic is the belief that the European…

This book proposes the possibility of "extraordinary change" in individuals and organizations and suggests a source of "boundless energy" for bringing those changes into being. That source is freed by removing internal barriers to change within oneself. It provides personal experiences of transformational learning to introduce…

This document argues that the new reality of work, which reintegrates learning and learning potential in a qualitative change of the work process itself, has made it necessary to theorize the subjective side of work and study and understand learning within a comprehensive context of the subjective experience. The following are among the specific…

This document contains three papers from a symposium on emotion and behavior in the workplace that was conducted as part of a conference on human resource development (HRD). "Emotion Work, and Perceptions of Affective Culture in a Military Nonprofit Organization" (Jamie L. Callahan, David R. Schwandt) reports on a study of the emotion…