Breakthrough problem solving with action learning : concepts and cases / Michael J. Marquardt, Roland K. Yeo.
Material type:
TextPublication details: Stanford, California : Stanford Business Books, 2012.Description: 1 online resource (xiv, 241 pages)Content type: - text
- computer
- online resource
- 9780804781862
- 0804781869
- Active learning -- Case studies
- Active learning
- Organizational learning -- Case studies
- Organizational learning
- Problem solving -- Case studies
- Problem solving
- Problem Solving
- Apprentissage par l'action -- Études de cas
- Apprentissage par l'action
- Apprentissage organisationnel -- Études de cas
- Apprentissage organisationnel
- Résolution de problème -- Études de cas
- Résolution de problème
- BUSINESS & ECONOMICS -- Industrial Management
- BUSINESS & ECONOMICS -- Management
- BUSINESS & ECONOMICS -- Management Science
- BUSINESS & ECONOMICS -- Organizational Behavior
- Active learning
- Organizational learning
- Problem solving
- 658.4/03 23
- HD30.29 .M36 2012eb
| Item type | Home library | Collection | Call number | Materials specified | Status | Date due | Barcode | |
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Electronic-Books
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OPJGU Sonepat- Campus | E-Books EBSCO | Available |
Includes bibliographical references and index.
Cover; Copyright; Title Page; Contents; Acknowledgments; Introduction; Part I: Problem Complexity and Problem Solving in the 21st Century; 1 Problem Complexity and Problem Solving in the 21st Century; 2 Action Learning and Breakthrough Problem Solving; Part II: Case Studies of Breakthrough Problem Solving with Action Learning Overview; 3 Sales and Marketing; 4 Technology Applications; 5 Environment and Sustainability; 6 National and Community Development; 7 Product and Services Innovation; 8 Corporate Culture and Ethics; 9 Talent Management and Development; 10 Virtual Settings.
Breakthrough Problem Solving with Action Learning explores why and how action learning groups have been so successful and creative in solving complex problems. The text begins by briefly reviewing the theories that undergird the effectiveness of action learning, philosophically situating readers and pointing them in the direction of related academic works that they may wish to explore. It then turns to stories of how organizations have employed action learning in solving specific, often-encountered business problems. These cases not only serve as real-world models for how action learning can.
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