ABSTRACT
Many books, articles, and seminars on organizational development, training and development, and developing leaders and managers focus on programs as if they were discussing the construction of a building. They focus on the “foundations” of the program, structure of the suggested actions, and related skills. For example, the index of one of the most complete and useful books on organizational development has one reference under “Learning.” (1) To be accurate, this well-written compendium discusses learning as an element of its numerous topics. However, as is usually the case with subjects in these areas, learning is not presented as a critical success factor for organizational performance and performance improvement.
