Becoming a More Versatile Learner

ISBN-13: 9781882197385 / Angielski / Miękka / 1998 / 28 str.

Center for Creative Leadership (CCL);Maxine A. Dalton

Opis

Almost all managers regard job experiences and the lessons they provide essential for their development as leaders. But not all of those managers are successful at learning those lessons. That difficulty is often related to a manager 's relying too much on one preferred learning tactic--a tactic that might not be suited for gleaning the lessons of a particular job experience. By increasing the number of learning tactics and becoming a more versatile learner, managers can better position themselves to take advantage of the lessons that job experiences offer and contribute to their leadership development.

On-the-job experiences are crucial for managerial development, and managers learn the most when they approach them with a variety of learning tactics. Of the four most commonly used tactics - feeling, action, thinking, and accessing others - people typically employ only one or two, thus limiting their learning and eventually their performance. This guidebook describes the four tactics in detail, giving examples of how they can be used. It also provides information on how to identify preferred tactics and how to develop nonpreferred ones.

Spis treści

7 Introduction

8 The Four Sets of Learning Tactics

Feeling Tactics

Action Tactics

Thinking Tactics

Accessing–others Tactics

13 Finding the Baseline

What Are Your Preferred Learning Tactics?

Benefits and Problems with Your Preferred Tactics

19 Becoming a More Versatile Learner

Get Out of Your Comfort Zone

Expand Your Learning Tactics

23 Conclusion: Setting a Learning Strategy

24 Suggested Readings

24 Background

26 Key Point Summary

O autorze

This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared–in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today′s leadership and organizational challenges.
The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL′s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide.

Maxine A. Dalton is a research scientist at the Center for Creative Leadership and program manager of the Tools for Developing Successful Executives program. Her research interests include adult development and learning in domestic and international organizations. Dalton has published widely, including Best Practices: Five Rationales for Using 360–Degree Feedback in Organizations in Maximizing the Value of 360–Degree Feedback: A Process for Successful Individual and Organizational Development (Jossey–Bass, 1998). She holds a Ph.D. in industrial/organizational psychology from the University of South Florida.