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Learn or DieUsing Science to Build a Leading-Edge Learning Organization$
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Edward Hess

Print publication date: 2014

Print ISBN-13: 9780231170246

Published to Columbia Scholarship Online: November 2015

DOI: 10.7312/columbia/9780231170246.001.0001

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Learning Conversations

Learning Conversations

Chapter:
(p.61) 6 Learning Conversations
Source:
Learn or Die
Author(s):

Edward D. Hess

Publisher:
Columbia University Press
DOI:10.7312/columbia/9780231170246.003.0006

This chapter focuses on one key component of a High-Performance Learning Organization (HPLO): the right processes, specifically the right kind of communication processes. Learning, critical thinking, and creative/innovative thinking can best be achieved when facilitated by teachers and others we trust, and in a work environment by mentors, managers, leaders, and teammates. This is especially true when dealing with new situations, uncertainty, or ambiguity. Learning is a team sport. That is why effective learning conversations are so important. This chapter examines what makes learning conversations so difficult and describes good learning conversations that it calls “System 2 conversations.” Such conversations are a higher level of talking or conversing called “dialogue.” High-quality connections at work help build the kind of relationships that enable System 2 learning conversations.

Keywords:   learning, High-Performance Learning Organization, communication, critical thinking, learning conversations, System 2 conversations, dialogue

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