Strategic Sourcing at China

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Learning that lasts through AGES Dr. Lila Davachi, Dr. Tobias Kiefer, Dr. David Rock and Lisa Rock NeuroLeadershipjournal issue THREE 2010 The attached copy is furnished to the author for non-commercial research and education use, including for instruction at the author’s institution, sharing with colleagues and providing to institutional administration. Other uses, including reproduction and distribution, or selling or licensing copies, or posting to personal, institutional or thirdparty websites are prohibited. In most cases authors are permitted to post a version of the article to their personal website or institutional repository. Authors requiring further information regarding the NeuroLeadership journal’s archiving and…show more content…
Yet our ability to absorb new ideas is not dissimilar to our capacity to absorb food: there are physical limits to the digestion of both. To try to address this, more learning is being pushed to ‘pre-work’, in the hope that participants arrive at a training program already knowledgeable about core ideas. This works only partially due to the mixed level of focus people give to a pre-reading. Increased organizational change is increasing pressure on learning. Organizations are also experimenting with just-in-time learning, delivered by managers rather than trainers. The downside of this approach is that most managers are selected on their skill-set and are not always optimal teachers. However, organizations consciously investing 1 © NeuroLeadership Institute 2010 For Permissions, email Summary Issue three 2010 In summary, learning managers are attempting to evolve their learning offerings to meet the changed environment and needs. Yet, by and large, they are doing so based on guesswork, without a good theory to inform their experimentation. Learning means retrieving easily © NeuroLeadership Institute 2010 For Permissions, email
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