Learn or Die: Using Science to Build a Leading-Edge Learning Organization, by Edward D. Hess
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Learn or Die: Using Science to Build a Leading-Edge Learning Organization, by Edward D. Hess
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To compete with today's increasing globalization and rapidly evolving technologies, individuals, and organizations must take their ability to learn - the foundation for continuous improvement, operational excellence, and innovation - to a much higher level. In Learn or Die, Edward D. Hess combines recent advances in neuroscience, psychology, behavioral economics, and education with key research on high-performance businesses to create an actionable blueprint for becoming a leading-edge learning organization.
Learn or Die examines the process of learning from an individual and an organizational standpoint. From an individual perspective, the audiobook discusses the cognitive, emotional, motivational, attitudinal, and behavioral factors that promote better learning. Organizationally, Learn or Die focuses on the kinds of structures, culture, leadership, employee learning behaviors, and human resource policies that are necessary to create an environment that enables critical and innovative thinking, learning conversations, and collaboration. The volume also provides strategies to mitigate the reality that humans can be reflexive, lazy thinkers who seek confirmation of what they believe to be true and affirmation of their self-image. Exemplar learning organizations discussed include the secretive Bridgewater Associates, LP; Intuit, Inc.; United Parcel Service (UPS); W. L. Gore & Associates; and IDEO.
Learn or Die: Using Science to Build a Leading-Edge Learning Organization, by Edward D. Hess- Amazon Sales Rank: #17047 in Audible
- Published on: 2015-03-31
- Released on: 2015-03-31
- Format: Unabridged
- Original language: English
- Running time: 529 minutes
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Most helpful customer reviews
12 of 12 people found the following review helpful. How to adapt faster than the competition By John Gibbs How does one become a better and faster learner, and how does one build an organization that is more adaptable and learns better and faster than the competition? Those are the questions which Edward Hess aims to answer in this book. The book aspires to synthesize recent developments in the understanding of how people learn, the role of emotions, and environmental factors which can assist or inhibit learning.According to the author, a high performance learning organization requires the right kinds of people, in the right learning environment, using the right learning processes, to continuously learn faster and better than the competition. The right kinds of people are those who have the right motivation for and approach to learning. The right learning environment is an organizational culture in which curiosity and creativity are encouraged. The right learning processes include effective learning conversations.While Part 1 of the book describes the theory, Part 2 tells the story of three different learning organizations, with the major example being Bridgewater Associates, LP. Bridgewater seems to have an extraordinary culture in which every employee’s performance is continually being reviewed. The firm is run according to an extensive list of management principles written by the firm’s founder Ray Dalio. The firm is an idea meritocracy where learning and self-improvement are cultural pillars. However, the author’s description left me with the feeling that the firm’s environment might be a bit too controlling for most people.The book draws ideas from a number of different management, leadership and educational experts. I suspect that most business leaders do not give organizational learning the priority that it deserves; this book should help to redress the balance.
11 of 11 people found the following review helpful. This book has become my new parenting manual. By Katherine Ludwig Although intended for organizational leaders, this book has become my new parenting manual. The author explains how organizations must enable the kinds of environments, processes, mindsets, and behaviors that facilitate continuous learning and innovation, which he says organizations increasingly need to survive in a world of rapid technological change and uncertainty. He goes on to describe how those processes and environments encourage learning by enabling humans to overcome their innate lazy thinking and cognitive biases and to manage their egos and emotions. This is exactly what we should be teaching our children how to do! We need to help them become the type of critical thinkers and collaborators that organizations increasingly need. According to the science that the author lays out, that means teaching our children how to spot their biases and understand when their emotions are getting in the way of thinking clearly. We need to help them have the right kind of mindset that allows them to persevere and learn from failure. In addition, as the advances in smart machines, robotics and the like continue to displace more and more humans from a growing variety of jobs and professions, it seems tantamount that we arm our children with the tools they will need tocompete with the automatons. What this book shows is that those tools and skills are higher-order thinking, emotional intelligence, and ego management. That is not necessarily what today's schools or parents are prioritizing. I hope this book will help more people get the message.
5 of 5 people found the following review helpful. I highly recommend for all leaders and HR/OD practitioners who are concerned ... By Lisa Cannell "Learn or Die" resonated greatly with me and represented my observations as a business leader and 20 years as an HR/OD professional. It cuts to the important questions organizations need to face and provides real life examples that readers can use to think "how would that work in my organization?" It is more than a how-to book and is provocative and forward thinking. I highly recommend for all leaders and HR/OD practitioners who are concerned about the future of their organizations.
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