Book Description

Organizations can and must be viewed as "systems." This may be the only means of achieving or exceeding the crucial ISO9000 standard of performance. Stankard's research proves that there are ways to design management actions that will enable organizations to facilitate goal-oriented performance. ... Read more

Reviews (1)

Improving Business Performance Simply
Martin's book is an excellent tool for organizations beginning the journey to performance excellence. While many performance excellence experts and consultants discuss the complexities and linkages of the Baldrige model, Martin focuses on the simple parts of a system that improve an organization - the four cycles of high performance. In addition to the cycles discussion, Martin also provides a nice overview of organizational assessment, the options available for assessment, and recommendations. Throughout the book, Martin relates the four cycles and assessments to the PDCA cycle as a way of ensuring continual improvement. A must read for anyone in an organization considering adopting a performance excellence model for improvement or is already on the pathway to performance excellence! ... Read more

Book Description

The Lemming Dilemma introduces the crucial organizational learning discipline of personal mastery--the evolving process of self-awareness that enables people to create new possibilities for themselves and their organizations. In this engaging story, Emmy the lemming wakes up to her own purpose and vision, and defies the age-old urge to follow the other lemmings off the cliff. But Emmy goes far beyond a mere rejection of tradition. Through her own surprising choices, she inspires other lemmings to wake up to their missions and to pursue their deepest aims and visions--both individually and collectively. In this simply told story are profound lessons about what it means to be the leader of your own life and to share your vision with others. Includes questions for reflection and group discussion. ... Read more

Reviews (3)

The lemming dilemna
The lemming dilemna
Lemming life was happy and pathetic until one time. Lemming life was the same each year, with a cliff jumping festival. The festival was filled with fun, and they had many booths that would amuse lemmings and a elvis look alike contest. But then, at the end of the festival, they would jump opff the cliff, at least those who were old enough. At the bottom of the cliff awas so called "happiness and joy". After all of these years, one lemming asked why they jumped. Everyone said it was what their ancestors did, so they must do it too. But she wanted too find an alternative, some way too see that this was not the way too end your life. But she did not know if there were bad things at the bottom of the cliff or not. She had a vidion and mad a catapult to launch herself over the cliff and too the other side. It was a paradise, and she could also see that there were spikes at the bottom of the cliff. Then she founded a travel\airport and lived happily. But there were still some who jumped...

powerful book, changed my life
Simple, powerful, practical. I had read "The Fith Discipline" by Peter Senge and this book explained to me what was Personal Mastery all about in only a few pages using a powerful methaphor... You'll always remmember the story.. It worked for me... Now I feel that I have found my purpose in life.. I'm able to see want to create.

A Short Tale Of "Tails"
Look up "lemming" in the dictionary and you will read: a lemming is a small arctic rodent with a short tail. They also have an annoying habit of being followers, not leaders--thus the cliche, following the other lemmings off a cliff.

However, even lemmings need purpose. In this colorfully animated , 80 some odd page book, author David Hutchens and illustrator extrordinaire, Bobby Gombert, present some very important life lessons in a most remarkable way--simply, succinctly, and concisely.

Using clever humor, we read the story of Emmy the lemming. Emmy has an epiphiany and decides not to jump. She also rallies others to be leaders not followers. Through metaphors and muse, people of all ages are reminded--"If you don't stand for something, you'll fall for anything"

As one of Hutchen's other books, "Outlearning The Wolves", this makes an excellent resource guide for teachers, parents, and business managers. Inclusion of probing questions for group discussion is a plus. Highly recommended, even for children.

other reading suggestions: "You've Earned It, Don't Lose it" by Suze Orman and "Outlearning The Wolves" by David Hutchens

Your interest & comments are appreciated--CDS ... Read more

Book Description

As the most comprehensive reference work dealing with knowledge management (KM), this work is essential for the library of every KM practitioner, researcher, and educator. Written by an international array of KM luminaries, its approx. 60 chapters approach knowledge management from a wide variety of perspectives ranging from classic foundations to cutting-edge thought, informative to provocative, theoretical to practical, historical to futuristic, human to technological, and operational to strategic. The chapters are conveniently organized into 8 major sections. The first volume consists of the sections: foundations of KM, knowledge - a key organizational resource, knowledge processors and processing, influences on knowledge processing. Novices and experts alike will refer to the authoritative and stimulating content again and again for years to come.   ... Read more

Book Description

‘To sustain global leadership, we continually dig both deeper and wider for new sources of knowledge within and beyond Nestl to simultaneously secure product and process innovation. This requires a truly learning organization with entrepreneurial managers who embrace mobility to move from hierarchy to a plasma-type organization and thereby secure seamless innovation. Sigvald Harryson provides an excellent concept to describe why and how we do this in practice.’

– Rupert Gasser, Executive Vice President Corporate Technical Production and R&D, Nestl SA, Switzerland

‘In today’s global economy, knowledge is the most important source of the sustainable competitive advantage for firms. Sigvald Harryson’s Managing Know-Who Based Companies provides both a framework and cases of multinational firms to shed new light on the difficult issues in knowledge management. Highly inspiring and enjoyable, I would recommend this book to CEOs and managers who are trying to lead their firms to survive in this knowledge-based economy.’

– Ikujiro Nonaka, Hitotsubashi University, Japan

‘In this second edition, Sigvald cross-fertilises his groundbreaking academic research with a full update of focussed case-studies on Western companies moving from know-how to know-who. It is a pleasure to invite practitioners and academics alike to read this refreshing and thought-provoking book.’

– From the foreword by Peter Lorange, International Institute for Managment Development, Lausanne, Switzerland

In this fully revised and updated second edition of the widely acclaimed first volume, Sigvald Harryson provides powerful evidence as to how the most successful innovators are distinguished by their ability to synergistically link external and internal knowledge networks.

Based on extensive research with leading global innovators along with ten years of experience in management of knowledge and technology for accelerated innovation, Managing Know-Who Based Companies provides practical guidance regarding how to manage these networks. Important theoretical arguments that advance our thinking about managing knowledge for innovation are also presented. The author studies how individuals and teams who possess the required active empathy and relationship-building skills to function as human knowledge bridges across various centers of excellence, functions and teams – the ‘know-who’ – are central to successful innovation in the global value networks of today’s business environment.

This book is recommended reading for CEOs of multinational companies who wish to make better use of the value networks in which they live and do business. It will also be of significant value to CTOs, CKOs and Human Resource Managers interested in new ways to turning both hard technologies and soft human brainpower within and beyond the corporate borders into faster and more powerful innovation. ... Read more

Book Description

The Power of Collaborative Leadership: Lessons for the Learning Organizationhelps business leaders realize the promise of organizational learning by sharing the lessons, insights, and best practices gained by two veteran managers and organizational learning pioneers. The book makes organizational learning principles and concepts more concrete by grounding them in the practical experiences of two major companies.

The Power of Collaborative Leadership helps business leaders realize the promise of organizational learning by sharing lessons, insights, and best practices gained by Bert Frydman and Iva Wilson, two veteranmanagers and organizational learning pioneers.Together with JoAnne Wyer, a professional learning analyst, they show that in order to be effective leaders of business organizations, we must transform an organization's methods of absorbing new information and its ability to transform it into knowledge and wisdom.This book offers some provocative and practical ways to overcome many commonly held assumptions and practices that can actually impede learning and the improvement of the organization.

Bridges the gap from the theory to the practice of learning organizations
Demystifies the organizational learning principles
Explains the leadership skills required to create a learning organization ... Read more

Reviews (4)

Find your OWN path to organizational learning
I have known one of the authors, Iva Wilson, for many years. When I served with her on a Board I thought she had a remarkable ability to distill an idea that was in the air in such a way that we all took full credit. Based on this experience, I anticipated that this book would help me with organizational learning, which it did.

The authors have written a very useful and stimulating volume. For me, as a senior manager and then as a consultant, Organizational Learning has been an abstract and academic topic. In contrast, this book relates the actual experiences of two CEO's - both their successes and failures - in terms I can relate to my own experiences.

One of the great strengths of the book - though it will be a source of discomfort to those who want easy, tidy, answers - is that it makes clear how individual each organizational learning effort is and must be. The route is often not clear; changing directions is a necessity, not a detour from a know-able optimal path.

The differences in the CEO's experiences can make for difficult reading because they do NOT prescribe a single approach or method. I found it hard to keep straight what each one was recommending. Finally, I realized that I needed to craft my own approach using their stories as stimulus. Eureka! A very worthwhile experience.

Learning Takes Courage
Learning, true learning, takes courage. Being a life-long-learner means being comfortable admitting that all our previous thoughts, feelings and actions-while they were the best we could do at the time-were limited by what we had not yet learned. Being a learner means admitting that the answers we believe in today are always limited by what we will learn tomorrow.

One of the things I love about this book is the courage the authors model in admitting that learning has inherent risk. I know Iva Wilson, but I had no idea of the power of her story until I read this book. I gained a whole new perspective of the pain and heartache that can come from being a CEO with a vision that others do not fully appreciate. I am thankful that she and Bert are willing to tell of their failures as well as their successes in their journey to create organizations where people can be more authentic and humane. This book asks me to stop, the next time I am being judgmental of another's' passion, and listen more deeply to their story.

I have studied much about organizational learning, but this book gave me many stories that brought the meanings behind Peter Senge's book, The Fifth Discipline, into a new light. I understand organizational double-loop learning in a new way. And thanks to Iva, I have a new appreciation of the risk and the power of dialogue.

This book would be a comforting companion for anyone who fears they are not smart enough to "do it right the first time." None of us are.

Practical Approach to Organizational Learning -- Finally!
This is the first book on OL that I would feel comfortable passing on to a business manager. Most of the others I've read are more geared toward researchers in the area. But the work is thoroughly researched and referenced, so even researchers will find the book a good lesson in how to write for the business audience! The summaries of key contributions in the field (esp Argyris, Schon, Senge) at the beginning would be a great primer for someone new to this area of research, and the practical advice in the later part of the book in terms of questions to answer at each stage of going forward with your OL effort were highly appropriate.

A strong voice from a practitioner in a new book format
The books is innovative as it reports not only success stories about the learning organisation, but also failures in trying to use its concepts, methods and tools. It is a must read for consultants, practitioners and researchers facing the challenges of learning, change management and leadership, in a compelling and different format (interviews). ... Read more

Book Description

Book Description

Everyone's heard about companies that seem to have everything--great products, enormous capital resources, reputation, skilled employees, "advanced" planning--and they still fail. Why? Perhaps they lack passion.

Emphasizing "big vision," mutual trust, and deeply held core values, Jim Lucas demonstrates how to win and keep the competitive edge by thinking with the heart as well as the head. He shows how a committed, passionate workforce can:

* make shifts and leaps that strategic planning alone cannot envision * fight to achieve the organization's mission * bring continuous improvement, creativity, and innovation to their work * enjoy a more fulfilling life, personally and professionally, by committing to something greater than themselves. ... Read more

Reviews (7)

Creating positive organizations and outstanding results
There are a lot of books on organizations, but nothing like this book. It goes to the core of what it takes to build an enthusiastic and committed group of people who can consistently produce great results. There is fabulous material in here for leaders and staff alike. The concepts are insightful, and there are plenty of applications. If this book was widely read and applied, organizations of all types and sizes would be revolutionized from the inside out.

Too little content
I was disappointed by this book. There is very little valuable content, and that little is stretched and repeated on and on in order to fill more than 200 pages. All together, a boring, badly written, repetitive book.

Insightful!
A loyal employee will always show up bodily, but committed employees direct their minds and spirits to the organization's goals. Therein lies the premise of James R. Lucas' compelling and original book. To truly motivate a workforce, he proposes, you must appeal to something deeper than performance reviews, employee manuals and monetary rewards. You must harness the passion of your employees to the goals of your organization. In other words: Lead don't manage. While some experienced (dare we say cynical?) managers might grow impatient with the slightly fuzzy, optimistic tome of Lucas' book, the bottom-line commandment that managers should consider the goals, devotions and beliefs of their employees when choosing tactics for motivating a workforce cannot be disputed. We [...] recommend this outstanding treatment of the nature and nurture of employee motivation to anyone who stands higher than the first step in the reporting line.

Lucas is on the leading edge - a must read!
The Passionate Organization is on the cutting edge of what's happening in our global economy. I know of nothing that wins over passion - education will not, experience will not. It is a passion to win that brings about success. Working with executives in more than 30 industries as an executive coach I have found this book to be the best pick on the market.

Lucas identifies the driving force behind major achievment
This book shows the reader the crucial motivating power of passion. It challenges you to think in a fresh and new way about change, and what causes positive change to occur in organizations (as well as what causes organizations to stagnate). Powerfully inspiring. ... Read more

Book Description

"[An] intellectually stimulating collection of essays." --Business Today How do organizations learn, change, and adapt? The study of "organizational learning" allows researchers to map an organization's past behavior and gain insight into how stream of experience becomes a basis for action in the present. The chapters in Organizational Learning, all from first-rate researchers, contribute to the development of organizational learning theory in three ways. They delineate its scope, differentiating it from ecology, choice, and individual learning. They demonstrate the explanatory power of a learning perspective, and they illustrate the application of research tools useful for studies of learning. Organizational Learning is an essential resource for scholars and researchers in the field of organization and management studies. ... Read more

Book Description

Developing and Managing Organizational Learning: A Guide to Effective Training Project Management provides trainers with effective tools to lead learning in their organizations. It shows a training program manager how to link program planning to project management and how to develop and use critical thinking skills in decision making that will produce training programs on time and within budget. Once developed, these skills and abilities are transferable to all types of projects and transform the trainer's role into that of a training project manager. ... Read more

Book Description

The first in the readers' series called Resources for the Knowledge-Based Economy, Knowledge Management and Organizational Design is a unique compilation of articles and book excerpts that describe how the management of an organization shapes the levels of knowledge transfer, innovation and learning.

The collection draws on fifty years of management thinking and presents key issues facing knowledge-intensive organizations.The selections are concise, clearly written and present a rich framework of examples drawn from real management experience.Arranged thematically, the chapters discuss decision-making, organization structure, innovation, strategic alliances, managing knowledge workers and power relations. Represented in this volume are the ideas of influential academics including the late economist Frederick Hayek and French sociologist Michael Crozier, as well as world-renowned management thinkers such as Harvard Business School Professor Rosabeth Moss Kanter and Charles Handy.

A unique collection of activities and book excerpts selected for their insight into the relationship between organizational design and knowledge management.
The first compilation of its kind to draw together the work of leading economists, sociologists, psychologists, management thinkers and practitioners
Includes an introductory essay which synthesizes the various ideas presented throughout the volume. ... Read more

Reviews (1)

Not much new in this book
There isn't much new in this book. ... Read more

Book Description

Transform your organization into a LEARNING COMPANY Now all the practical steps you need to implement leaning company strategies in your organization are packed into the Second Edition of The Learning Company: A Strategy for Sustainable Development. Experts Mike Pedler, John Burgoyne and Tom Boydell show you step-by-step how to adapt, learn and develop the skills needed to survive and trive in today's ever-changing and unpredictable business environment. Totally revised and updated, this blueprint for organizational success is packed with new research and case studies from scores of learning companies-plus: Methods for assessing the Energy Flow of your company; A questionnaire to help identify the 11 key characteristics of a successful learning company; Ideas and tools for promoting dialogue and Whole Systems Development; Techniques for using IT networks for organizational learning; The seven modes of being and learning; An in-depth survey of contributors to the learning organization concept; and much more. ... Read more

Book Description

In this extensive revision of his best-selling text, Irwin Goldstein, a leader in the training field, teams up with Kevin Ford, well-known for his work in "the learning organization," to provide readers with a framework for examining and establishing viable training programs in education, business, and government. Capturing the excitement of training research and systems issues, the author discusses training as it occurs in real organizations. Part I focuses on societal training issues, how organizations conduct assessments to understand their training needs, and significant issues in learning and instruction. Part II focuses on the evaluation process, and Part III reviews training programs and procedures. ... Read more

Book Description

This book provides the context and tools to create knowledge via a proven process of inquiry, questions, and conversation. It introduces the theoretical background to explain why, as well as the practical hands-on skills and processes to demonstrate how, to surface tacit knowledge--that which we know but which we have not yet made explicit in conversation, e.g., background, education, and experience--and create new knowledge in collaboration with colleagues. ... Read more

Book Description

The problems they face are more complex than ever. The pressure to deliver the right solutions more intense. So how do teams in today's rapid-fire business environment keep up?
According to John Redding, today's teams need a new approach to achieving their goals-a radical approach. And he should know. Redding, after all, headed a five-year research project, the result of which was the radical teamwork method, a method proven to be eminently more effective than any traditional approach to teamwork. Among other innovations, the radical team method is designed to generate creative thinking, encourage risk-taking, and greatly bolster team learning to produce exceptional results. In this book, Redding translates the findings of his project into a hands-on guide you can use to create radical teams for your organization and put them to work.
You'll learn how to identify the projects in your own organization that require the radical team approach. You'll use checklists, exercises, and worksheets to master a series of action steps for applying this approach to some of today's toughest business issues. And you'll get the tools you need to implement radical teamwork throughout your organization, from selecting and training team members, to leading and coaching radical teams, and assessing their effectiveness.
Throughout the book, case studies drawn from radical team experiences in a variety of organizations bring home the practical aspects of the approach-an approach that promises to become the standard by which all organizations will tackle their most important strategic challenges. ... Read more

Book Description

Book Description

Cap Gemini Ernst & Young's Tom McGehee reveals the keys to thriving in today's world of business.In this incisive and practical book, Tom McGehee unveils techniques he developed in Cap Gemini Ernst & Young's Accelerated Solutions Environments to help companies achieve radical innovation. Whoosh presents groundbreaking formulas to bring about sweeping adjustments in business, and guides organizations to jettison deadwood ideals in favor of a focus on the cutting edge. It offers a blueprint for a better type of organization--called a Creation Company--that generates ideas by the truckload. Creation Companies do not hesitate to abandon the industrial age artifacts--best practices, mission statements, policy manuals, etc.--that place false barriers between people and achievement. Whoosh will lead companies, and the individuals within them, to strive for and ultimately achieve the state of Whoosh that will transform the workplace right before their eyes. ... Read more

Reviews (3)

Smae old Stuff
This whole book is based on the work of so many others and doesn't really offer any new ideas. Group think, fast business, keep up with the times, all of these ideas have been floating around for at least a decade if not longer. I suggest reading books on the subject that are ten years old. You'll get the same basic stuff.

Creative and Intensive Collaboration in "The Fast Lane"
In the Introduction, McGehee suggests the need for 'new methods' for leaders and managers in today's workplace. 'As I see it, organizations face two choices. The first option is to remain the same, emphasizing current methods of compliance, by which I mean consistently focusing on what the company has done, not on what it can do. That method calls for constantly measuring past performance, focusing on problem solving to regain what you've lost, rigidly holding onto past models of success, and creating experts in various specialties.' McGehee thinks he has a much better idea and I wholeheartedly agree. 'Or, an organization can become a Creation Company. Creation Companies see the changing nature of work as one of the greatest opportunities of our time, and they understand that the opportunity can only be seized by unleashing the individuals within the organization. What this means is allowing individuals the freedom to explore, discover, and take action on the organization's behalf, in real time.' In his thought-provoking book, McGehee explains HOW.

He examines three trends (cultural, technological, and structural) which will eventually determine whether or not a given organization survives. He characterizes the first as the 'Death of the Corporate Myth': there are no jobs for life, no careers even, not in the traditional sense. The second is manifest in the rapid rise of portals for real time, instant information sharing, and Internet communities. As for the third trend, organizations (willingly or not) are being changed from stand-alone hierarchies to interconnected webs of alliances, partnerships, and outsourcing relationships. Unlike Compliance Companies, Creation Companies have leaders who emphasize freedom, not control;, an understanding that success means creating the new, not replicating the old; and finally, have a work style that values individual expression and collaborative work, rather than a work style that values group conformity and individual effort which ensures that conformity. Two other recently published books address many of the same issues: Hamel's Leading the Revolution and The Cluetrain Manifesto co-authored by Locke, Levine, Searls, and Weinburger.

The 'whoosh' to which the title refers what can happen in a Creation Company when, as one executive explained, 'We were all working hard. We were heading in the right direction and the next thing you know, things were just falling our way and we were running and gunning and boom, we were there. That's what [italics] whoosh feels like.' In other words, those involved are in active, indeed intensive collaboration. Together, they enter what has been referred to in competitive athletics as 'the zone.' The basketball touches only the bottom of the net. For a batter, each baseball thrown by the pitcher seems to be the size of a melon. For collaborators such as those described in Bennis' Organizing Genius, there is a moment when they finally realize how to create the first nuclear weapon (The Manhattan Project) or the first feature-length animated film (Snow White and the Seven Dwarfs) or the first personal computer (Xerox PARC). All of the hard work, countless failures, and personal sacrifices have finally made this shared moment possible. There is a collective adrenaline 'rush.'

Such a moment is obviously rare but virtually (no pun intended) impossible in Compliance Companies which, in terms of their culture and structure, are antithetical to a whoosh. McGehee correctly stresses the importance of rigorous and constant 'conversations' about what an ortganization really values most. What are its non-negotiable values? Do these values nourish and enrich what are the dominant components of a Creation Company? Specifically, leaders who emphasize freedom, not control, an understanding that success means creating the new, not replicating the old; and finally, have a work style that values individual expression and collaborative work, rather than a work style that values group conformity and individual effort which ensures that conformity.

If you believe in the values of a Creation Company and are currently involved in a Compliance Company, you have two choices: either do everything possible to help it become a Creation Company or leave it and become involved with one which is. Keep in mind that anyone who is totally committed to those values is viewed as dangerous to those who don't. For me, one of this brilliant book's most important points is that Creation Companies are (by nature) a serious threat to Compliance Companies. They have unleashed, nourished, and sustained a creative spirit which achieves for them a decisive competitive advantage. McGehee urges his reader to challenge and test the examples and models he provides. 'Use them to change yourself and your organization. Use them to develop creative possibility, and to unleash your own [italics] whoosh.' If you accept the challenge, through this book, McGehee will accompany you each step of the way. The decision is yours.

Some Gems are Here
Does the world really need another book on how to re-make and lead high performing companies? If the reaction of many companies to the recent downturn is any indication, then no, not one book, but probably 1,000 more books until the business world "gets it." There are some important concepts in this book that should be fairly easy to take away and implement--once a company generates the corporate will to do so. One is the difference in mindset between running what the author calls a creation company and running the more common type of company, which he calls a compliance company. The second centers on the topic of chapter five--the art of collaboration. While collaboration has received a great deal of lip service in recent years, the author lays out some simple characteristics and a simple process to remind everyone how to do actually do it. Collaboration will become a more important ingredient for survival over the next decade, regardless of which way the economy turns. Brian Gillooly of Information Week thinks it's so important that he's chosen it as the theme of their annual conference this September. The third important concept is the chapter on models. Senge popularized the idea of mental models, but McGehee has some nice insights to add.

The book is not a substitute for an MBA, but an MBA is not a substitute for insight, either. We're all in the process now of watching a whole new generation of businesses and business leaders analyse themselves into the ground and demonstrate a failure to focus on their ability--and the ability of their people--to create something good and powerful out of adversity. ... Read more

Reviews (1)

No shortcuts to Organization Transition
Creating high performance in the face of relentless environmental change requires an organisation to redesign itself so that it is capable of sustaining efficient, high quality performance through time. The abilityand capability to adapt as performance requirements change must beingrained in the fibre of the organization.

The book contains a lot ofcase studies that seek to clarify and demystify the practical delineationof what it takes for an organization to self-design. It also looks at thecomponents of the design process: gaining knowledge, determining values anddiagnosing the organization. It also touches on the "zero-sum"designing in which the design team starts with a blank slate rather thanwith an already existing organisation. The book also describes the actionlearning sequence of implementing, assessing and iterating. This reiteratesthe need for hedging against uncertainity and stresses innovation.

Animportant part of the book refers to what transition roles and structuresare necessary. One chapter is devoted to the special challenge ofself-design that entails large-scale change.

The book targets two primaryaudiences. The first is line managers, who must know how to lead anorganisation through the self design process. The second audience is thechange agents-OD professionals, consultants, and facilitators-who areresources to organisations that are redesigning themselves. ... Read more

Book Description

"[This is] a book that addresses some of the overlooked, taken-for-granted aspects involved with the planning, conducting, and reporting of good evaluation. This book helps evaluators improve the utilization of evaluation results by using an ongoing, integrative collaborative learning approach with project stakeholders. Through the use of collaborative techniques and emphasis on various communicating and reporting formats, evaluators gain knowledge and skills that will assist them in helping organizations learn, grow, and improve."
—Steven R. Aragon, Human Resource Education, University of Illinois at Urbana-Champaign

“This is among the most thorough and practically applicable texts written about communicating and reporting evaluation findings. The additions of the new sections in this edition reflect the changing nature of work-related communication in general, of which evaluators need to be aware and take advantage.  This is a significant contribution to our practice.”
—Jennifer Martineau, Center for Creative Leadership

Do your communicating and reporting strategies seem outdated? Are you looking for ways to communicate more effectively? The Second Edition of Evaluation Strategies for Communicating and Reporting: Enhancing Learning in Organizations helps full-time evaluators and those with evaluation responsibilities successfully plan, conduct, communicate, and report the findings of evaluations using creative techniques. This comprehensive book is designed to help evaluators facilitate understanding, learning, and evaluation use among individuals, groups, and organizations by communicating and reporting more effectively. It guides the reader through the phases of an evaluation, from early planning stages through the final reporting and follow-up. 

Evaluation Strategies for Communicating and Reporting has been thoroughly revised and updated creating 75% new material and 34 new case examples. The Second Edition provides worksheets and instructions for creating a detailed communicating and reporting plan based on audience needs and characteristics. Authors Rosalie T. Torres, Hallie Preskill, and Mary E. Piontek cover advances in technology including Web site communications, Web and videoconferencing, and Internet chat rooms. Also mentioned are several additional topics for consideration, including communicating and reporting for diverse audiences and for multi-site evaluations.

This book is intended for graduate program evaluation students in departments of education, public policy, and organizational studies. Managers, researchers, practitioners and anyone responsible for designing, conducting, or managing evaluations will find this book invaluable.

New to this Edition:

• New creative coverage of communicating and reporting techniques by way of photography, cartoons, poetry, and drama in formative evaluations
• New coverage of how to communicate evaluation processes and interim findings to stakeholders during the evaluation
• New coverage of the use of technology in communicating and reporting evaluations, illustrated with examples, and complimented by guidelines, tips, and cautions for using these high-tech formats
• Actual examples from well-known evaluators that illustrate various communicating and reporting techniques
• A recap of how the latest information on learning processes mediates the way that readers and stakeholders assimilate and use information