Built to Learn: The Inside Story of How Rockwell Collins Became a True Learning Organization

S

Santayana, George, on wisdom, 117

Schoenbauer, Ben, on life without failure, 195

seat time, 34, 35

self-paced methodology, 95, 96

selling the business case (Step 7), 157 “170

checklist for, 170

and closing the deal, 164 “165

as continuing process, 168 “170, 179

goals for, 157

importance of context in, 159 “161

and meeting with members of senior management, 162 “164

to middle management, 165 “168

at Rockwell Collins, 159 “170

and taking a "test ride," 161 “162

senior management, 162 “164

setting, baseline, 37 “40

shadowing, 189 “190

skills, repetitively taught, 220

SkillScape, 229

SmartForce, 115, 131, 132, 177, 180, 229

SME contract, 108

SMEs, see subject-matter experts

solution, finding a, 17 “20

sound cards, 121 “122

staff assessment, 246

standards, 189

for buying training, 114

training, 73, 75, 89, 102, 104

"standards for buying training" guide, 114

statistics, 33, 147, 150, 185, 186, 212

Strategic Interactive, 191

strategic planning (Step 4), 77 “116, 245

building the business case vs., 135 “136

checklist for, 116

and developing a unique implementation plan, 78

getting help from third parties in, 79

goals for, 77

importance of, 234 “236

management approval of, 152

and objectives, 78

at Rockwell Collins, 79 “95, 102, 104 “107, 109, 111 “116

role of learning and development department in, 80 “83

and vendor groups, 132

strategic plans, 7, 17, 62 “64

streamed process, 191, 217

subject-matter experts (SMEs), 102, 104, 105, 107, 108, 189, 217

success

importance of early, 115 “116, 241 “242

and training, 148 “151

support, asking for, 164 “165

surveys

about future needs, 230

categories on, 44 “45

development of, 245

organizational assessment with, 34, 35, 43 “53

phrasing of, 52 “53

politics of, 35 “36

sample of, 46 “51