Learning from change

Abstract

Explores the changing nature of managerial and organizational work in relation to the opportunities that this affords for learning from change. Examines some of the “drivers” and the sources of “resistance” to change, together with a series of practical steps that might be used to foster a more supportive learning culture in the midst of change. Argues that the logical next step is to create an internal template for learning that mirrors the business challenges and realities and that this first step can be used as a basis for affirming the company’s own agenda for learning via an internal business school structure.

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