Organizational Resilience

In the age of knowledge, organizations survive and thrive only when they learn. All too often, when organizations are confronted with novel or changing situations, the process of learning breaks down and the result is catastrophic.

D. Christopher Kayes is Professor of Management at the George Washington University School of Business. During his tenure as Interim Dean of the School of Business, he led the organization's financial turnaround. He is the author and coauthor of several books.

Preface
Introduction: Learning as the Source of Resilience
Part I: Experience as the Source of Learning in Organizations
Chapter 1: Learning from Experience
Chapter 2: The Structure of Learning in Organizations
Chapter 3: Learning versus Performance in the Air France Flight 447 Disaster
Part II: The Breakdown of Learning
Chapter 4: A Review of Failure in Organizations
Chapter 5: From Failure to the Breakdown of Learning
Chapter 6: How Optimism and Positive Thinking Can Limit Learning
Chapter 7: Goal Setting as an Unlikely Threat to Learning
Chapter 8: Experience and Decision Making
Part III: Building Resilience through Learning
Chapter 9: Case Study: Learning From the Search for Weapons of Mass Destruction
in Iraq
Chapter 10: Revisiting the Universal Dilemma of Learning in Policy, Government, and Organizational Culture
Chapter 11: Building Learning in Organizations
References
Index