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Harvard Business Review 2019 (Winter)

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Год выпуска: Winter 2019

Автор: Harvard Business Review USA

Жанр: Бизнес

Издательство: «Harvard Business Review USA»

Формат: PDF (журнал на английском языке)

Количество страниц: 114


Stay Ahead of the Curve

The most competitive companies have mastered the challenges of a fast-changing business environment. New technologies and business models continually place ever-evolving demands on every employee. The most important skill for the future? The ability to learn.

Begin your own transformation by developing the right mentality In “What Having a ‘Growth Mindset' Actually Means,” Carol Dweck corrects common—and pernicious—myths about her popular concept. Understanding your own beliefs about whether you can improve can show you what stands in the way of all your self-development efforts. To master more-specific skills, a clear process can help: Partner with others to observe and practice what they do, as Dorothy Leonard and her coauthors explain in “Make Yourself an Expert.”
If it feels like you don't have time for learning, know that research has shown that developing a new skill or taking on an intellectual challenge actually makes people feel less overwhelmed, according to Chen Zhang and her coauthors (“To Cope with Stress, Try Learning Something New”).
Great managers play a central role in their employees' development. The best leaders coach their teams on everything from how to run a meeting to fundamental life lessons. They take charge when the team needs to adopt a new technology or process. Employees don't always respond well to these learning interventions, though. Chris Argyris shows managers how to move beyond the psychological barriers of high performers in his classic article “Teaching Smart People How to Learn.”
Companies pursuing continuous learning have the opportunity to scale these efforts—if they can overcome a number of obstacles. Biases against failure and inaction are endemic to organizations, and most lack effective measures of employees' skill development. To build a learning organization, Francesca Gino and Bradley Staats write, leaders must change both culture and tactics: destigmatizing failure, using data to understand its causes, and believing that their people can adapt and grow (“Why Organizations Don't Learn”).
Our companies and jobs will change radically in the coming years. Building learning muscles now is the best way to prepare.


Harvard Business Review (Winter)

How to Learn

  • Learning to Learn
    • Erika Andersen
  • Make Yourself an Expert
    • Dorothy Leonard, Gavin Barton, and Michelle Barton
  • What Having a “Growth Mindset” Actually Means
    • Carol Dweck
  • Take Control of Your Learning at Work
    • Tomas Chamorro-Premuzic
  • Throw Your Life a Curve
    • Whitney Johnson
  • To Cope with Stress, Try Learning Something New
    • Chen Zhang, Christopher G. Myers, and David M. Mayer
  • Learning Is a Learned Behavior: Here's How to Get Better at It
    • Ulrich Boser
  • How to Master a New Skill
    • Amy Gallo
  • How to Move from Self-Awareness to Self-Improvement
    • Jennifer Porter
  • Why You Should Make Time for Self-Reflection (Even If You Hate Doing It)
    • Jennifer Porter
  • You Learn Best When You Learn Less
    • Laszlo Bock
  • Three Ways to Use MOOCs to Advance Your Career
    • Walter Frick
  • Should You Get an MBA?
    • Ed Batista

Teams That Learn

  • Speeding Up Team Learning
    • Amy Edmondson, Richard Bohmer, and Gary Pisano
  • The Best Leaders Are Great Teachers
    • Sydney Finkelstein
  • Teaching Smart People How to Learn
    • Chris Argyris
  • Four Ways to Create a Learning Culture on Your Team
    • Tomas Chamorro-Premuzic and Josh Bersin
  • Make Sure Everyone on Your Team Sees Learning as Part of Their Job
    • Kristi Hedges
  • How to Teach Employees Skills They Don't Know They Lack
    • Ulrik Juul Christensen

The Learning Organization

  • Why Organizations Don't Learn
    • Francesca Gino and Bradley Staats
  • Is Yours a Learning Organization?
    • David A. Garvin, Amy C. Edmondson, and Francesca Gino
  • Making Business Personal
    • Robert Kegan, Lisa Lahey, Andy Fleming, and Matthew Miller
  • Learning in the Thick of It
    • Marilyn Darling, Charles Parry, and Joseph Moore
  • When to Put the Brakes on Learning
    • J. Stuart Bunderson and Kathleen M. Sutcliffe
  • When Companies Should Invest in Training Their Employees— and When They Shouldn't
    • Ron Carucci
  • How Companies Can Profit from a “Growth Mindset”
    • Harvard Business Review Staff

Executive Summaries

скачать журнал: Harvard Business Review 2019 (Winter)