There is already considerable literature on learning at the individual
level and a growing body of literature on group and organizational
learning. But to date, there has been little attempt to bring these
literatures together and link learning at all three levels. Continuous Learning in Organizations
targets learning at each of the three levels and demonstrates how
processes at one level impacts learning at other levels. At the heart of
the work is the idea that individuals, groups, and organizations are
living systems with internal learning mechanisms that can be activated
and supported or stymied and thwarted. Once activated, systems can learn
adaptively by reacting to a change in the environment; they can learn
by generating new knowledge and conditions; and/or they can transform by
creating and applying frame-breaking ideas and bringing about radically
new conditions. Individuals, groups, and organizations are nested
within each other forming an increasingly complex hierarchy of
intertwined systems. From this point of view, the book describes the
interactions between the levels and how developmental processes at one
level affect learning at other levels.


The text appeals to
both the scientist and professionals alike in the fields of human
resource development, training, management and executive education,
coaching, and organization change and development. It is also for
executives who establish directions for learning and need to convince
others that continuous learning is the key to on-going success of their
enterprise.