The Antidote: Volume 2 Issue 7
Table of contents
Survival of the fittest: learning to survive
T KippenbergerDetails that, as a response to the 1973 oil crisis Royal Dutch/Shell, the joint Anglo‐Dutch international company (formed 1907) diversified into metals, nuclear power and several…
Learning from experience
T KippenbergerPromotes the idea that, to be effective, a learner needs four types of ability, these are: to become completely and openly involved, without bias, in new concrete experiences; use…
Remembering what to forget
T KippenbergerIdentifies four organizational types — of which three inhibit learning: the knowing organization; the understanding organization; the thinking organization; and the learning…
Colleagues besieged: from involuntary infighting to organizational learning
B GouldDefines two camps in the land of organizational learning, which could be named the advocates and the sceptical scholars — stating the former use the learning organization concept…
The eternal journey to employee devotion: new tools to manage complexity
B GouldArgues that financial accounting is an insufficient language for handling and discussing business organization, its industry and its customer markets. States systems thinking…
Organizational learning starts at the top
T KippenbergerStates that personal development activities are not integrated with the development of organizational structures and processes. Contends that people running organizations need two…
A prophet is not without honour, save in his own country: The story of Professor Reg Revans
T KippenbergerProfiles Professor Reg Revans — the father of action learning — who does not seem to have been given the recognition he deserves in the UK, and aims to put the record straight…
Getting down to the nitty‐gritty of organizational learning
T KippenbergerOpines that scholars may have done the business world a disservice by the way they discuss the concept of the learning organization. Suggests building a learning organization is a…
How bright people stop progress
T KippenbergerDiscusses the works of Chris Argyris and Donald Schon and, in particular, single‐ and double‐loop learning. Contends that it is the brightest people who find it most difficult to…
Great expectations, wrong diagnosis
T KippenbergerArgues that good communication techniques actually inhibit the learning that brings real change, creating a warm feeling about superficial issues without any deep and potentially…
Taking the horse to water
T KippenbergerEmphasizes that managers should understand the connection between learning and self‐development in relation to their career progression. States learning, self‐improvement and…
Over 25 years of learning to learn
T KippenbergerSpotlights Royal Dutch/Shell and gives its history — itemized in panel format. Discusses how Shell have experimented and wrestled with senior management level learning. Acts as an…