Andy Lancaster

Section - 01: What are the foundations for organizational learning communities? Chapter - 01: Natural tendencies Chapter - 02: Better together Chapter - 03: Social learning theory - Bandura Chapter - 04: Social constructivist and scaffolding - Vygotsky and Bruner Chapter - 05: Situated learning theory - Lave and Wenger Chapter - 06: Collective, collaborative, or cooperative? Chapter - 07: The elusive 20 Chapter - 08: Community definitions Chapter - 09: DNA of learning communities Chapter - 10: Community dimensions Section - 02: How are organizational learning communities impactful? Chapter - 11: Sharing knowledge Chapter - 12: Spearheading practice Chapter - 13: Solving problems Chapter - 14: Seeding innovation Chapter - 15: Supercharging development Section - 03: What are keys to facilitate effective organizational learning communities? The 7Cs model Chapter - 16: Introducing the 7Cs model Chapter - 17: Friction Chapter - 18: Attraction Chapter - 19: Ownership Chapter - 20: Charters Chapter - 21: Access Chapter - 22: Sponsor-champions Chapter - 23: Launch Chapter - 24: Context and culture Chapter - 25: Rituals Chapter - 26: Psychology safety Chapter - 27: Inclusivity and intersectionality Chapter - 28: Altruism Chapter - 29: Bias: Information and interpretation Chapter - 30: Bias: Interaction and image Chapter - 31: Groupthink Chapter - 32: The spiral community Chapter - 33: Balancing modes: Face-to-face, digital and hybrid Chapter - 34: Levering physical spaces Chapter - 35: Leveraging digital spaces: LMS and LXP Chapter - 36: Levering digital spaces: Tools Chapter - 37: Leveraging virtual spaces: Metaverse worlds Chapter - 38: Ensuring accessibility Chapter - 39: Rhythms Chapter - 40: Cadence Chapter - 41: Phases Chapter - 42: Synchronous-Asynchronous Chapter - 43: Shelf life Chapter - 44: Curating assets Chapter - 45: Creative activities Chapter - 46: Coordinated campaigns Chapter - 47: Curious questioning Chapter - 48: Cultivating AI Chapter - 49: Passivity to participation Chapter - 50: Numbers Chapter - 51: Relationship and contribution analysis Chapter - 52: Working out loud Chapter - 53: Task contributions Chapter - 54: Social contributions Chapter - 55: Dysfunctional contributions Chapter - 56: Coordination and management Chapter - 57: Recognition and reward Chapter - 58: Roles Section - 04: How can we demonstrate the impact of organizational learning communities? Chapter - 59: Quantitative, qualitative, ROI and ROE Chapter - 60: Participant reflection and the five cycles model Chapter - 61: Leveraging narratives