replying to LO25734
Tzur asks about learning processes in the US military. I work in a staff
development/leadership development area within my company. I also have the
great good luck to serve as a mentor for a younger staff member.
(Naturally, I think I benefit as much as he does ...)
I noticed that he (as a former Marine) bristled when people equated
'military' with 'command-and-control.' He recently gave me a book which
describes the techniques used by the US Marines. I read it, and heartily
recommend it:
Corps Business by David Freedman
(I expect Rick to add the usual link!)
[Host's Note: Certainly... In assoc w/Amazon.com
Corps Business : The 30 Management Principles of the U.S. Marines
by David H. Freedman, Charles C. Krulak (Foreword)
http://www.amazon.com/exec/obidos/ASIN/0066619785/learningorg
..Rick]
In discussing these ideas over lunch one day, someone else called
to my attention a recent article in Harvard Business Review:
Firing Up The Front Line by Katzenbach and Santamaria
in the May-June 1999 issue which makes many of the same points.
In addition, consider the book
Common Knowledge by Nancy Dixon
which talks about how the military uses such practices as the After-
Action Review to learn from just-completed missions and transfer the
learning around the armed forces.
[Host's Note:
Common Knowledge: How Companies Thrive by Sharing What They Know
by Nancy M. Dixon
http://www.amazon.com/exec/obidos/ASIN/0875849040/learningorg ]
Michael A
- Michael Ayers
Mailto: mbayers@mmm.com Voice (651) 733-5690) FAX (651) 737-7718
IT Prof.Dev. 3M Center 224-2NE-02 PO Box 33224 St. Paul MN 55133-3224
Sometimes the right question is, 'Are we asking the right question?'
Ideas contained in this note represent the author's opinions and
do not intentionally represent the positions of anyone else in this galaxy.
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