In Organizational Learning and Performance: The Science and Practice of Building a Learning Culture, Ryan Smerek combines organizational examples with insights from research, to
provide readers with a unique and distinctive lens to improve personal and organizational performance.
The first section of the book provides an overview of what it means to learn as an individual and how individuals vary in their openness to learn. Drawing from cognitive and personality
psychology, thinking dispositions such as a growth mindset, curiosity, and intellectual humility are explored and how they help foster learning in organizations.
In the second section, Smerek describes the principles of a learning culture, providing a look into the world’s largest hedge fund, a renowned food company, a highly-regarded children’s
hospital, and a preeminent innovation and design firm. Through these examples, readers will come to understand the social norms that increase learning. These include a commitment to
transparency of thinking and the pursuit of truth, ＂Big Picture thinking,＂ a willingness to learn from failure, and the social norms needed to foster innovation and creativity.
Throughout the book, Smerek draws from compelling examples of organizations and research in the social sciences to demonstrate what it means to build a learning culture -- and how it can
improve personal and organizational performance.
