Martha A. Gephart, Ph.D., co-directs the J.M. Huber Institute for Learning in Organizations, Department of Organization and Leadership, Teachers College, Columbia University. She is a social and organizational psychologist whose research and consulting focus on organizational learning and performance in diverse settings. She is also President of M. GEPHART ASSOCIATES LLC, which provides assessment, evaluation and consulting services to organizations.  Victoria J. Marsick, Ph.D., co-directs the J.M. Huber Institute for Learning in Organizations.  She is a Professor of Adult Learning and Leadership, Department of Organization and Leadership, Teachers College, Columbia University. Her research and consulting focus on Action Learning, informal learning and talent development in diverse settings. She is a Principal of Partners for Learning and Leadership.

You knowwhen organizational change is truly taking place because habits shiftthroughout the enterprise. Here is a reliable, replicable model for making thathappen - and building powerful capabilities in the process. The model itself isfamiliar - hard and soft changes. The stories that follow show how details - agame played with Lego blocks, a CEO donning a hardhat -- make a difference. ArtKleiner, Editor-in-chief, Strategy+Business (the management magazine publishedby PwC) The sheercomplexity of today’s business environment is overwhelming traditionalapproaches to organizational change—as noted in the track record of changeefforts.  Organizations everywhere need help in learning how to changemore, faster and differently than ever before.  Strategic OrganizationalLearning provides this help via a research-based and customizable approach forperforming organizational change more effectively.  The approach will helpyou(and your organization) learn how to use change as fuel for continuousperformance improvement and real competitive advantage.WalterMcFarland, Co-author of Choosing Change, and Board Chair Emeritus of theAssociation for Talent Development

• Introduction.- Strategic Leverage Through Learning©.- Engineered Woods.- Happy Land Amusement Park.- Leveling Up: How South Side High School Learned to Transform Itself.- Linking Leadership Development to Strategy at Ericsson.- How Schools Learn to Collaborate and Change Their Cultures by Implementing an Autism Model Program in Inclusive Classrooms.- CASAWORKS for Families.- Leveraging System Dynamics for Strategic Learning.- Using Strategic Leverage Through Learning© to Address Organizational Challenges.

Martha A. Gephart, Ph.D., co-directs the J.M. Huber Institute for Learning in Organizations, Department of Organization and Leadership, Teachers College, Columbia University. She is a social and organizational psychologist whose research and consulting focus on organizational learning and performance in diverse settings. She is also President of M. GEPHART ASSOCIATES LLC, which provides assessment, evaluation and consulting services to organizations.  Victoria J. Marsick, Ph.D., co-directs the J.M. Huber Institute for Learning in Organizations.  She is a Professor of Adult Learning and Leadership, Department of Organization and Leadership, Teachers College, Columbia University. Her research and consulting focus on Action Learning, informal learning and talent development in diverse settings. She is a Principal of Partners for Learning and Leadership.

You knowwhen organizational change is truly taking place because habits shiftthroughout the enterprise. Here is a reliable, replicable model for making thathappen - and building powerful capabilities in the process. The model itself isfamiliar - hard and soft changes. The stories that follow show how details - agame played with Lego blocks, a CEO donning a hardhat -- make a difference. ArtKleiner, Editor-in-chief, Strategy+Business (the management magazine publishedby PwC) The sheercomplexity of today’s business environment is overwhelming traditionalapproaches to organizational change—as noted in the track record of changeefforts.  Organizations everywhere need help in learning how to changemore, faster and differently than ever before.  Strategic OrganizationalLearning provides this help via a research-based and customizable approach forperforming organizational change more effectively.  The approach will helpyou(and your organization) learn how to use change as fuel for continuousperformance improvement and real competitive advantage.WalterMcFarland, Co-author of Choosing Change, and Board Chair Emeritus of theAssociation for Talent Development

• Introduction.- Strategic Leverage Through Learning©.- Engineered Woods.- Happy Land Amusement Park.- Leveling Up: How South Side High School Learned to Transform Itself.- Linking Leadership Development to Strategy at Ericsson.- How Schools Learn to Collaborate and Change Their Cultures by Implementing an Autism Model Program in Inclusive Classrooms.- CASAWORKS for Families.- Leveraging System Dynamics for Strategic Learning.- Using Strategic Leverage Through Learning© to Address Organizational Challenges.

Martha A. Gephart, Ph.D., co-directs the J.M. Huber Institute for Learning in Organizations, Department of Organization and Leadership, Teachers College, Columbia University. She is a social and organizational psychologist whose research and consulting focus on organizational learning and performance in diverse settings. She is also President of M. GEPHART ASSOCIATES LLC, which provides assessment, evaluation and consulting services to organizations.  Victoria J. Marsick, Ph.D., co-directs the J.M. Huber Institute for Learning in Organizations.  She is a Professor of Adult Learning and Leadership, Department of Organization and Leadership, Teachers College, Columbia University. Her research and consulting focus on Action Learning, informal learning and talent development in diverse settings. She is a Principal of Partners for Learning and Leadership.

You knowwhen organizational change is truly taking place because habits shiftthroughout the enterprise. Here is a reliable, replicable model for making thathappen - and building powerful capabilities in the process. The model itself isfamiliar - hard and soft changes. The stories that follow show how details - agame played with Lego blocks, a CEO donning a hardhat -- make a difference. ArtKleiner, Editor-in-chief, Strategy+Business (the management magazine publishedby PwC) The sheercomplexity of today’s business environment is overwhelming traditionalapproaches to organizational change—as noted in the track record of changeefforts.  Organizations everywhere need help in learning how to changemore, faster and differently than ever before.  Strategic OrganizationalLearning provides this help via a research-based and customizable approach forperforming organizational change more effectively.  The approach will helpyou(and your organization) learn how to use change as fuel for continuousperformance improvement and real competitive advantage.WalterMcFarland, Co-author of Choosing Change, and Board Chair Emeritus of theAssociation for Talent Development

• Introduction.- Strategic Leverage Through Learning©.- Engineered Woods.- Happy Land Amusement Park.- Leveling Up: How South Side High School Learned to Transform Itself.- Linking Leadership Development to Strategy at Ericsson.- How Schools Learn to Collaborate and Change Their Cultures by Implementing an Autism Model Program in Inclusive Classrooms.- CASAWORKS for Families.- Leveraging System Dynamics for Strategic Learning.- Using Strategic Leverage Through Learning© to Address Organizational Challenges.