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Synopsis:
In this book, Cavaleri, Seivert, and Lee help readers discover their own knowledge-creating style by looking through the lens of three learning guides, or achetypes of learners: the Yogi, the Commissar, and Proteus.


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Jacket Description:
The conventional wisdom that leaders are born, not made, ignores how leaders learn from their experiences. The value of the knowledge their learning imparts varies widely—some learn valuable and useful lessons, which they can then apply effectively, giving their companies distinct advantage in today’s complex and fast-paced competitive environment. Based on a study of several hundred managers in the United States and Asia, this book shows how managers create knowledge from their experiences and use it more or less effectively. The authors draw on the theories of Senge’s learning organization, and Nonaka and Takeuchi’s knowledge-creating company, and on their extensive research base to provide a simple framework that leaders can use to create more effective knowledge from their experiences and to transform their corporate cultures into knowledge-creating companies that support effective learning for all employees to drive innovation and competitive advantage.

In this book, Cavaleri, Seivert, and Lee help readers discover their own knowledge-creating style by looking through the lens of three learning guides, or achetypes of learners: the Yogi, the Commissar, and Proteus. The authors argue that most leaders fall into stylistic habits that can narrow how and what they learn, a realization that occurred to Steve Cavaleri during his time as a Visiting Scholar under Peter Senge’s direction in the Organizational Learning Center at MIT. If leaders can become aware of their learning styles and expand them, Cavaleri, Seivert, and Lee argue, then they will be able to create new and effective knowledge from their experiences. These are the leaders who will enable their organizations tosucceed in challenging times. This approach is supported by their study of several hundred managers in the United States and Asia, which shows a significant correlation between a leader’s beliefs, worldview, and leadership style. Yogi leaders work with trying to achieve change by transforming people’s beliefs and values, while Commissar leaders believe that change occurs primarily from without—through structures, systems, and change must be forced on people. Proteus, on the other hand, is a legendary sea-god, a natural learner who can show us how to navigate the spectrum between these two opposites to learn effectively and motivate people to change in positive ways.

* Applies well-respected theories of the learning organization and the knowledge-creating company to improving corporate leadership in the knowledge economy
* Based on research with hundreds of managers in the US and Asia
* Provides a simple framework for improving leader’s knowledge gained from experience

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