A learning-based approach to organizational change: Some results and guidelines

Organizational Dynamics

Volumn 30, Issue 1, 2001, Pages 62-76

  Sugarman, Barry ^a  

^a LESLEY UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0035373457     PISSN: 00902616     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0090-2616(01)00041-9     Document Type: Article

References (10)

1. The book that made the learning organization an indispensable, big idea for the field of management and consulting was Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday, 1990). Senge acknowledges that this book represented the ideas of many colleagues. Two of those colleagues, who preceded him and first put the learning organization on the intellectual map, are Chris Argyris and Donald A. Schon. The first edition of their book Organizational Learning (Reading, MA: Addison Wesley) was published in 1978, and a revised edition, Organizational Learning II, came out in 1996. Another distinguished contributor to this field and mentor to the Center for Organizational Learning at MIT is Edgar H. Schein. A good introduction to his work is The Corporate Culture Survival Guide (San Francisco, CA: Jossey-Bass, 1999). Ed is also the founding editor of the quarterly journal Reflections. The five cases used in this article come from a significant body of research and experience based on collaboration between managers, change consultants, and researchers associated with the Society for Organizational Learning (SoL). (In 1997, the Center at MIT transformed itself into this free-standing organization.) Reflections is sponsored by SoL. George Roth and Art Kleiner have authored several case studies of learning-based change projects, as cited below among the sources used for the research in this article. Another valuable part of this body of work is Bill Isaacs' work, using dialogue. See his book Dialogue and the Art of Thinking Together (New York, NY: Doubleday, 1999). The broadest view in one book of many short cases and examples of the thinking and practice of some of the practitioner-writers associated with the Society for Organizational Learning is The Dance of Change (New York: Doubleday, 1999), which has five co-author editors (Peter M. Senge, Charlotte Roberts, Rick Ross, George Roth, Bryan Smith, and Art Kleiner) and dozens of contributors. See also the SoL Website at: http://www.solonline.org. Sources for the Five Case Studies: Each of the case studies used here is documented in one main source. My comparative analysis of these reports was supplemented by further interviews with key players, other documents, and participation over five years in many discussions and presentations on this body of work at MIT and at SoL. The main published sources are: David Berdish, "Learning for Operational Excellence: A Manager's Story," Reflections, 1999, 1(1) (Components); Marty Castleberg and George Roth, "The Learning Initiative at Mighty Motors Inc."(Cambridge, MA: Society for Organizational Learning, 1998); Jim Nihls, "Presentation to Practitioners' Meeting of MIT Center for Organizational Learning," at Shell Learning Center, Houston, TX, Nov., 1996 (GenAuto); George Roth and Art Kleiner, Car Launch (New York: Oxford University Press, 1999) (Epsilon); and Ann R. Thomas, "The Learning Initiative at the AutoCo Delta Assembly Plant," Center for Organizational Learning, 1997.
2. The book that made the learning organization an indispensable, big idea for the field of management and consulting was Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday, 1990). Senge acknowledges that this book represented the ideas of many colleagues. Two of those colleagues, who preceded him and first put the learning organization on the intellectual map, are Chris Argyris and Donald A. Schon. The first edition of their book Organizational Learning (Reading, MA: Addison Wesley) was published in 1978, and a revised edition, Organizational Learning II, came out in 1996. Another distinguished contributor to this field and mentor to the Center for Organizational Learning at MIT is Edgar H. Schein. A good introduction to his work is The Corporate Culture Survival Guide (San Francisco, CA: Jossey-Bass, 1999). Ed is also the founding editor of the quarterly journal Reflections. The five cases used in this article come from a significant body of research and experience based on collaboration between managers, change consultants, and researchers associated with the Society for Organizational Learning (SoL). (In 1997, the Center at MIT transformed itself into this free-standing organization.) Reflections is sponsored by SoL. George Roth and Art Kleiner have authored several case studies of learning-based change projects, as cited below among the sources used for the research in this article. Another valuable part of this body of work is Bill Isaacs' work, using dialogue. See his book Dialogue and the Art of Thinking Together (New York, NY: Doubleday, 1999). The broadest view in one book of many short cases and examples of the thinking and practice of some of the practitioner-writers associated with the Society for Organizational Learning is The Dance of Change (New York: Doubleday, 1999), which has five co-author editors (Peter M. Senge, Charlotte Roberts, Rick Ross, George Roth, Bryan Smith, and Art Kleiner) and dozens of contributors. See also the SoL Website at: http://www.solonline.org. Sources for the Five Case Studies: Each of the case studies used here is documented in one main source. My comparative analysis of these reports was supplemented by further interviews with key players, other documents, and participation over five years in many discussions and presentations on this body of work at MIT and at SoL. The main published sources are: David Berdish, "Learning for Operational Excellence: A Manager's Story," Reflections, 1999, 1(1) (Components); Marty Castleberg and George Roth, "The Learning Initiative at Mighty Motors Inc."(Cambridge, MA: Society for Organizational Learning, 1998); Jim Nihls, "Presentation to Practitioners' Meeting of MIT Center for Organizational Learning," at Shell Learning Center, Houston, TX, Nov., 1996 (GenAuto); George Roth and Art Kleiner, Car Launch (New York: Oxford University Press, 1999) (Epsilon); and Ann R. Thomas, "The Learning Initiative at the AutoCo Delta Assembly Plant," Center for Organizational Learning, 1997.
3. The book that made the learning organization an indispensable, big idea for the field of management and consulting was Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday, 1990). Senge acknowledges that this book represented the ideas of many colleagues. Two of those colleagues, who preceded him and first put the learning organization on the intellectual map, are Chris Argyris and Donald A. Schon. The first edition of their book Organizational Learning (Reading, MA: Addison Wesley) was published in 1978, and a revised edition, Organizational Learning II, came out in 1996. Another distinguished contributor to this field and mentor to the Center for Organizational Learning at MIT is Edgar H. Schein. A good introduction to his work is The Corporate Culture Survival Guide (San Francisco, CA: Jossey-Bass, 1999). Ed is also the founding editor of the quarterly journal Reflections. The five cases used in this article come from a significant body of research and experience based on collaboration between managers, change consultants, and researchers associated with the Society for Organizational Learning (SoL). (In 1997, the Center at MIT transformed itself into this free-standing organization.) Reflections is sponsored by SoL. George Roth and Art Kleiner have authored several case studies of learning-based change projects, as cited below among the sources used for the research in this article. Another valuable part of this body of work is Bill Isaacs' work, using dialogue. See his book Dialogue and the Art of Thinking Together (New York, NY: Doubleday, 1999). The broadest view in one book of many short cases and examples of the thinking and practice of some of the practitioner-writers associated with the Society for Organizational Learning is The Dance of Change (New York: Doubleday, 1999), which has five co-author editors (Peter M. Senge, Charlotte Roberts, Rick Ross, George Roth, Bryan Smith, and Art Kleiner) and dozens of contributors. See also the SoL Website at: http://www.solonline.org. Sources for the Five Case Studies: Each of the case studies used here is documented in one main source. My comparative analysis of these reports was supplemented by further interviews with key players, other documents, and participation over five years in many discussions and presentations on this body of work at MIT and at SoL. The main published sources are: David Berdish, "Learning for Operational Excellence: A Manager's Story," Reflections, 1999, 1(1) (Components); Marty Castleberg and George Roth, "The Learning Initiative at Mighty Motors Inc."(Cambridge, MA: Society for Organizational Learning, 1998); Jim Nihls, "Presentation to Practitioners' Meeting of MIT Center for Organizational Learning," at Shell Learning Center, Houston, TX, Nov., 1996 (GenAuto); George Roth and Art Kleiner, Car Launch (New York: Oxford University Press, 1999) (Epsilon); and Ann R. Thomas, "The Learning Initiative at the AutoCo Delta Assembly Plant," Center for Organizational Learning, 1997.
4. The book that made the learning organization an indispensable, big idea for the field of management and consulting was Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday, 1990). Senge acknowledges that this book represented the ideas of many colleagues. Two of those colleagues, who preceded him and first put the learning organization on the intellectual map, are Chris Argyris and Donald A. Schon. The first edition of their book Organizational Learning (Reading, MA: Addison Wesley) was published in 1978, and a revised edition, Organizational Learning II, came out in 1996. Another distinguished contributor to this field and mentor to the Center for Organizational Learning at MIT is Edgar H. Schein. A good introduction to his work is The Corporate Culture Survival Guide (San Francisco, CA: Jossey-Bass, 1999). Ed is also the founding editor of the quarterly journal Reflections. The five cases used in this article come from a significant body of research and experience based on collaboration between managers, change consultants, and researchers associated with the Society for Organizational Learning (SoL). (In 1997, the Center at MIT transformed itself into this free-standing organization.) Reflections is sponsored by SoL. George Roth and Art Kleiner have authored several case studies of learning-based change projects, as cited below among the sources used for the research in this article. Another valuable part of this body of work is Bill Isaacs' work, using dialogue. See his book Dialogue and the Art of Thinking Together (New York, NY: Doubleday, 1999). The broadest view in one book of many short cases and examples of the thinking and practice of some of the practitioner-writers associated with the Society for Organizational Learning is The Dance of Change (New York: Doubleday, 1999), which has five co-author editors (Peter M. Senge, Charlotte Roberts, Rick Ross, George Roth, Bryan Smith, and Art Kleiner) and dozens of contributors. See also the SoL Website at: http://www.solonline.org. Sources for the Five Case Studies: Each of the case studies used here is documented in one main source. My comparative analysis of these reports was supplemented by further interviews with key players, other documents, and participation over five years in many discussions and presentations on this body of work at MIT and at SoL. The main published sources are: David Berdish, "Learning for Operational Excellence: A Manager's Story," Reflections, 1999, 1(1) (Components); Marty Castleberg and George Roth, "The Learning Initiative at Mighty Motors Inc."(Cambridge, MA: Society for Organizational Learning, 1998); Jim Nihls, "Presentation to Practitioners' Meeting of MIT Center for Organizational Learning," at Shell Learning Center, Houston, TX, Nov., 1996 (GenAuto); George Roth and Art Kleiner, Car Launch (New York: Oxford University Press, 1999) (Epsilon); and Ann R. Thomas, "The Learning Initiative at the AutoCo Delta Assembly Plant," Center for Organizational Learning, 1997.
5. The book that made the learning organization an indispensable, big idea for the field of management and consulting was Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday, 1990). Senge acknowledges that this book represented the ideas of many colleagues. Two of those colleagues, who preceded him and first put the learning organization on the intellectual map, are Chris Argyris and Donald A. Schon. The first edition of their book Organizational Learning (Reading, MA: Addison Wesley) was published in 1978, and a revised edition, Organizational Learning II, came out in 1996. Another distinguished contributor to this field and mentor to the Center for Organizational Learning at MIT is Edgar H. Schein. A good introduction to his work is The Corporate Culture Survival Guide (San Francisco, CA: Jossey-Bass, 1999). Ed is also the founding editor of the quarterly journal Reflections. The five cases used in this article come from a significant body of research and experience based on collaboration between managers, change consultants, and researchers associated with the Society for Organizational Learning (SoL). (In 1997, the Center at MIT transformed itself into this free-standing organization.) Reflections is sponsored by SoL. George Roth and Art Kleiner have authored several case studies of learning-based change projects, as cited below among the sources used for the research in this article. Another valuable part of this body of work is Bill Isaacs' work, using dialogue. See his book Dialogue and the Art of Thinking Together (New York, NY: Doubleday, 1999). The broadest view in one book of many short cases and examples of the thinking and practice of some of the practitioner-writers associated with the Society for Organizational Learning is The Dance of Change (New York: Doubleday, 1999), which has five co-author editors (Peter M. Senge, Charlotte Roberts, Rick Ross, George Roth, Bryan Smith, and Art Kleiner) and dozens of contributors. See also the SoL Website at: http://www.solonline.org. Sources for the Five Case Studies: Each of the case studies used here is documented in one main source. My comparative analysis of these reports was supplemented by further interviews with key players, other documents, and participation over five years in many discussions and presentations on this body of work at MIT and at SoL. The main published sources are: David Berdish, "Learning for Operational Excellence: A Manager's Story," Reflections, 1999, 1(1) (Components); Marty Castleberg and George Roth, "The Learning Initiative at Mighty Motors Inc."(Cambridge, MA: Society for Organizational Learning, 1998); Jim Nihls, "Presentation to Practitioners' Meeting of MIT Center for Organizational Learning," at Shell Learning Center, Houston, TX, Nov., 1996 (GenAuto); George Roth and Art Kleiner, Car Launch (New York: Oxford University Press, 1999) (Epsilon); and Ann R. Thomas, "The Learning Initiative at the AutoCo Delta Assembly Plant," Center for Organizational Learning, 1997.
6. The book that made the learning organization an indispensable, big idea for the field of management and consulting was Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday, 1990). Senge acknowledges that this book represented the ideas of many colleagues. Two of those colleagues, who preceded him and first put the learning organization on the intellectual map, are Chris Argyris and Donald A. Schon. The first edition of their book Organizational Learning (Reading, MA: Addison Wesley) was published in 1978, and a revised edition, Organizational Learning II, came out in 1996. Another distinguished contributor to this field and mentor to the Center for Organizational Learning at MIT is Edgar H. Schein. A good introduction to his work is The Corporate Culture Survival Guide (San Francisco, CA: Jossey-Bass, 1999). Ed is also the founding editor of the quarterly journal Reflections. The five cases used in this article come from a significant body of research and experience based on collaboration between managers, change consultants, and researchers associated with the Society for Organizational Learning (SoL). (In 1997, the Center at MIT transformed itself into this free-standing organization.) Reflections is sponsored by SoL. George Roth and Art Kleiner have authored several case studies of learning-based change projects, as cited below among the sources used for the research in this article. Another valuable part of this body of work is Bill Isaacs' work, using dialogue. See his book Dialogue and the Art of Thinking Together (New York, NY: Doubleday, 1999). The broadest view in one book of many short cases and examples of the thinking and practice of some of the practitioner-writers associated with the Society for Organizational Learning is The Dance of Change (New York: Doubleday, 1999), which has five co-author editors (Peter M. Senge, Charlotte Roberts, Rick Ross, George Roth, Bryan Smith, and Art Kleiner) and dozens of contributors. See also the SoL Website at: http://www.solonline.org. Sources for the Five Case Studies: Each of the case studies used here is documented in one main source. My comparative analysis of these reports was supplemented by further interviews with key players, other documents, and participation over five years in many discussions and presentations on this body of work at MIT and at SoL. The main published sources are: David Berdish, "Learning for Operational Excellence: A Manager's Story," Reflections, 1999, 1(1) (Components); Marty Castleberg and George Roth, "The Learning Initiative at Mighty Motors Inc."(Cambridge, MA: Society for Organizational Learning, 1998); Jim Nihls, "Presentation to Practitioners' Meeting of MIT Center for Organizational Learning," at Shell Learning Center, Houston, TX, Nov., 1996 (GenAuto); George Roth and Art Kleiner, Car Launch (New York: Oxford University Press, 1999) (Epsilon); and Ann R. Thomas, "The Learning Initiative at the AutoCo Delta Assembly Plant," Center for Organizational Learning, 1997.
7. The book that made the learning organization an indispensable, big idea for the field of management and consulting was Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday, 1990). Senge acknowledges that this book represented the ideas of many colleagues. Two of those colleagues, who preceded him and first put the learning organization on the intellectual map, are Chris Argyris and Donald A. Schon. The first edition of their book Organizational Learning (Reading, MA: Addison Wesley) was published in 1978, and a revised edition, Organizational Learning II, came out in 1996. Another distinguished contributor to this field and mentor to the Center for Organizational Learning at MIT is Edgar H. Schein. A good introduction to his work is The Corporate Culture Survival Guide (San Francisco, CA: Jossey-Bass, 1999). Ed is also the founding editor of the quarterly journal Reflections. The five cases used in this article come from a significant body of research and experience based on collaboration between managers, change consultants, and researchers associated with the Society for Organizational Learning (SoL). (In 1997, the Center at MIT transformed itself into this free-standing organization.) Reflections is sponsored by SoL. George Roth and Art Kleiner have authored several case studies of learning-based change projects, as cited below among the sources used for the research in this article. Another valuable part of this body of work is Bill Isaacs' work, using dialogue. See his book Dialogue and the Art of Thinking Together (New York, NY: Doubleday, 1999). The broadest view in one book of many short cases and examples of the thinking and practice of some of the practitioner-writers associated with the Society for Organizational Learning is The Dance of Change (New York: Doubleday, 1999), which has five co-author editors (Peter M. Senge, Charlotte Roberts, Rick Ross, George Roth, Bryan Smith, and Art Kleiner) and dozens of contributors. See also the SoL Website at: http://www.solonline.org. Sources for the Five Case Studies: Each of the case studies used here is documented in one main source. My comparative analysis of these reports was supplemented by further interviews with key players, other documents, and participation over five years in many discussions and presentations on this body of work at MIT and at SoL. The main published sources are: David Berdish, "Learning for Operational Excellence: A Manager's Story," Reflections, 1999, 1(1) (Components); Marty Castleberg and George Roth, "The Learning Initiative at Mighty Motors Inc."(Cambridge, MA: Society for Organizational Learning, 1998); Jim Nihls, "Presentation to Practitioners' Meeting of MIT Center for Organizational Learning," at Shell Learning Center, Houston, TX, Nov., 1996 (GenAuto); George Roth and Art Kleiner, Car Launch (New York: Oxford University Press, 1999) (Epsilon); and Ann R. Thomas, "The Learning Initiative at the AutoCo Delta Assembly Plant," Center for Organizational Learning, 1997.
8. The book that made the learning organization an indispensable, big idea for the field of management and consulting was Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday, 1990). Senge acknowledges that this book represented the ideas of many colleagues. Two of those colleagues, who preceded him and first put the learning organization on the intellectual map, are Chris Argyris and Donald A. Schon. The first edition of their book Organizational Learning (Reading, MA: Addison Wesley) was published in 1978, and a revised edition, Organizational Learning II, came out in 1996. Another distinguished contributor to this field and mentor to the Center for Organizational Learning at MIT is Edgar H. Schein. A good introduction to his work is The Corporate Culture Survival Guide (San Francisco, CA: Jossey-Bass, 1999). Ed is also the founding editor of the quarterly journal Reflections. The five cases used in this article come from a significant body of research and experience based on collaboration between managers, change consultants, and researchers associated with the Society for Organizational Learning (SoL). (In 1997, the Center at MIT transformed itself into this free-standing organization.) Reflections is sponsored by SoL. George Roth and Art Kleiner have authored several case studies of learning-based change projects, as cited below among the sources used for the research in this article. Another valuable part of this body of work is Bill Isaacs' work, using dialogue. See his book Dialogue and the Art of Thinking Together (New York, NY: Doubleday, 1999). The broadest view in one book of many short cases and examples of the thinking and practice of some of the practitioner-writers associated with the Society for Organizational Learning is The Dance of Change (New York: Doubleday, 1999), which has five co-author editors (Peter M. Senge, Charlotte Roberts, Rick Ross, George Roth, Bryan Smith, and Art Kleiner) and dozens of contributors. See also the SoL Website at: http://www.solonline.org. Sources for the Five Case Studies: Each of the case studies used here is documented in one main source. My comparative analysis of these reports was supplemented by further interviews with key players, other documents, and participation over five years in many discussions and presentations on this body of work at MIT and at SoL. The main published sources are: David Berdish, "Learning for Operational Excellence: A Manager's Story," Reflections, 1999, 1(1) (Components); Marty Castleberg and George Roth, "The Learning Initiative at Mighty Motors Inc."(Cambridge, MA: Society for Organizational Learning, 1998); Jim Nihls, "Presentation to Practitioners' Meeting of MIT Center for Organizational Learning," at Shell Learning Center, Houston, TX, Nov., 1996 (GenAuto); George Roth and Art Kleiner, Car Launch (New York: Oxford University Press, 1999) (Epsilon); and Ann R. Thomas, "The Learning Initiative at the AutoCo Delta Assembly Plant," Center for Organizational Learning, 1997.
9. The book that made the learning organization an indispensable, big idea for the field of management and consulting was Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday, 1990). Senge acknowledges that this book represented the ideas of many colleagues. Two of those colleagues, who preceded him and first put the learning organization on the intellectual map, are Chris Argyris and Donald A. Schon. The first edition of their book Organizational Learning (Reading, MA: Addison Wesley) was published in 1978, and a revised edition, Organizational Learning II, came out in 1996. Another distinguished contributor to this field and mentor to the Center for Organizational Learning at MIT is Edgar H. Schein. A good introduction to his work is The Corporate Culture Survival Guide (San Francisco, CA: Jossey-Bass, 1999). Ed is also the founding editor of the quarterly journal Reflections. The five cases used in this article come from a significant body of research and experience based on collaboration between managers, change consultants, and researchers associated with the Society for Organizational Learning (SoL). (In 1997, the Center at MIT transformed itself into this free-standing organization.) Reflections is sponsored by SoL. George Roth and Art Kleiner have authored several case studies of learning-based change projects, as cited below among the sources used for the research in this article. Another valuable part of this body of work is Bill Isaacs' work, using dialogue. See his book Dialogue and the Art of Thinking Together (New York, NY: Doubleday, 1999). The broadest view in one book of many short cases and examples of the thinking and practice of some of the practitioner-writers associated with the Society for Organizational Learning is The Dance of Change (New York: Doubleday, 1999), which has five co-author editors (Peter M. Senge, Charlotte Roberts, Rick Ross, George Roth, Bryan Smith, and Art Kleiner) and dozens of contributors. See also the SoL Website at: http://www.solonline.org. Sources for the Five Case Studies: Each of the case studies used here is documented in one main source. My comparative analysis of these reports was supplemented by further interviews with key players, other documents, and participation over five years in many discussions and presentations on this body of work at MIT and at SoL. The main published sources are: David Berdish, "Learning for Operational Excellence: A Manager's Story," Reflections, 1999, 1(1) (Components); Marty Castleberg and George Roth, "The Learning Initiative at Mighty Motors Inc."(Cambridge, MA: Society for Organizational Learning, 1998); Jim Nihls, "Presentation to Practitioners' Meeting of MIT Center for Organizational Learning," at Shell Learning Center, Houston, TX, Nov., 1996 (GenAuto); George Roth and Art Kleiner, Car Launch (New York: Oxford University Press, 1999) (Epsilon); and Ann R. Thomas, "The Learning Initiative at the AutoCo Delta Assembly Plant," Center for Organizational Learning, 1997.
10. The book that made the learning organization an indispensable, big idea for the field of management and consulting was Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday, 1990). Senge acknowledges that this book represented the ideas of many colleagues. Two of those colleagues, who preceded him and first put the learning organization on the intellectual map, are Chris Argyris and Donald A. Schon. The first edition of their book Organizational Learning (Reading, MA: Addison Wesley) was published in 1978, and a revised edition, Organizational Learning II, came out in 1996. Another distinguished contributor to this field and mentor to the Center for Organizational Learning at MIT is Edgar H. Schein. A good introduction to his work is The Corporate Culture Survival Guide (San Francisco, CA: Jossey-Bass, 1999). Ed is also the founding editor of the quarterly journal Reflections. The five cases used in this article come from a significant body of research and experience based on collaboration between managers, change consultants, and researchers associated with the Society for Organizational Learning (SoL). (In 1997, the Center at MIT transformed itself into this free-standing organization.) Reflections is sponsored by SoL. George Roth and Art Kleiner have authored several case studies of learning-based change projects, as cited below among the sources used for the research in this article. Another valuable part of this body of work is Bill Isaacs' work, using dialogue. See his book Dialogue and the Art of Thinking Together (New York, NY: Doubleday, 1999). The broadest view in one book of many short cases and examples of the thinking and practice of some of the practitioner-writers associated with the Society for Organizational Learning is The Dance of Change (New York: Doubleday, 1999), which has five co-author editors (Peter M. Senge, Charlotte Roberts, Rick Ross, George Roth, Bryan Smith, and Art Kleiner) and dozens of contributors. See also the SoL Website at: http://www.solonline.org. Sources for the Five Case Studies: Each of the case studies used here is documented in one main source. My comparative analysis of these reports was supplemented by further interviews with key players, other documents, and participation over five years in many discussions and presentations on this body of work at MIT and at SoL. The main published sources are: David Berdish, "Learning for Operational Excellence: A Manager's Story," Reflections, 1999, 1(1) (Components); Marty Castleberg and George Roth, "The Learning Initiative at Mighty Motors Inc."(Cambridge, MA: Society for Organizational Learning, 1998); Jim Nihls, "Presentation to Practitioners' Meeting of MIT Center for Organizational Learning," at Shell Learning Center, Houston, TX, Nov., 1996 (GenAuto); George Roth and Art Kleiner, Car Launch (New York: Oxford University Press, 1999) (Epsilon); and Ann R. Thomas, "The Learning Initiative at the AutoCo Delta Assembly Plant," Center for Organizational Learning, 1997.