Management makes the world go round. This is a strong belief of the authors of this volume. The current tumultuous economic and financial crisis and the intensifying threats caused by climate change are symptoms of a global system that is out of balance. It is increasingly assumed that managers share the responsibility for these developments. After all, management as a major force in the shaping of global economic conditions and social relations make the world go round.
| Introduction |
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PART I INNOVATIVE PERSPECTIVES ON LEARNING |
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1 Organizational Development Perspectives On Learning in Management and Education |
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3 | (16) |
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2 New Deep Learning for the Future in Leadership and Systemic Organizational Development (SOD) |
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19 | (18) |
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PART II NEW FORMS OF LEARNING IN BUSINESS SCHOOLS |
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3 Management Education in an Epoch of Catastrophes |
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37 | (18) |
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4 The Organization Laboratory: An Experimental Training Setting for Learning the Process of Organizing |
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55 | (16) |
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5 Case Studies as Learning Vehicles for the Future for Consultants and Managers |
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71 | (16) |
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6 The 3A Approach: Implementing Practice-Based Interactive Learning Methods in the Middle East |
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87 | (8) |
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7 Problem-Based Learning: An Experience From a Thai Management School |
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95 | (6) |
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8 Don't We Believe What We Teach? Outcome Goals and the Learning Process |
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101 | (24) |
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9 Management Education for a Better World |
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125 | (12) |
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PART III SPECIAL METHODS OF LEADERSHIP LEARNING INSIDE THE ORGANIZATION |
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10 Learning INSIDE: An Organizational and Individual Challenge |
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137 | (8) |
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11 Dialog as Shared Social Space in Management and Organizations |
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145 | (18) |
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12 Discovering the Potential of "Learning Journeys": Social Entre- and Intrapreneurship as Key Competencies for Creating Sustainable Innovation-Oriented Organizations |
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163 | (22) |
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13 Insights From Intersections: Using the Leadership Development Framework to Explore Emergent Knowledge Domains Shared by Individual and Collective Leader Development |
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185 | (18) |
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14 Potential Assessment and Development as Management Task |
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203 | (16) |
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15 Learning Opportunities Within Assessment Centers: Individual and Organizational Benefits for the Leadership |
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219 | (8) |
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16 Management by Empathy: Learning With Experience Design |
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227 | (6) |
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PART IV ARTS MEETS MANAGEMENT |
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17 Arts Meets Management: Sketching a Room of Interaction and Development for Innovation and Leadership Learning |
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233 | (16) |
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18 Tuning in to Organizational Innovation: Music as a Metaphor to Understand the Improvisational Field in Organizations |
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249 | (16) |
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19 Social Filmmaking for Organizational Development: Reaching an Audience for Learnings From the Financial Crisis |
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265 | (8) |
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PART V LEADERSHIP LEARNING THROUGH ORGANIZATIONAL CHANGE |
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20 Innovation Network: An Integrated Organizational Structure for Organizational and Management Learning |
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273 | (28) |
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21 In-House Programs as Integrated Organizational Setups for Management Learning in Health Care Organizations |
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301 | (18) |
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22 Reflective and Competent Leadership in Hospitals Through Differentiated Concepts of Consulting |
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319 | (16) |
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23 Projects as Opportunity to Drive Lasting Organizational Learning |
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335 | (8) |
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PART VI CONFERENCE DESIGN FOLLOWS NEW MINDSET |
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24 Learning Through Conferences: Designing a Conference With a New Mindset |
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343 | (10) |
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| About the Authors |
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Klaus Scala, University of Graz, Austria
Ralph Grossmann, University of Klagenfurt, Austria
Marlies Lenglachner, Corporate Development Lenglachner & Partner, Vienna, Austria
Kurt Mayer, REFLACT - Sustainable Organization Development
