Building a Learning Organization Beyond the Walls

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Abstract
Senge's model of the learning organization served as the conceptual framework for the Vermont Nursing Initiative during its 5-year effort to create change across Vermont's 15 community hospitals. The author describes the process of investing in the intellectual capital of these hospital nurses through the development of Senge's five disciplines. The unexpected outcome of this process was the development of a nursing learning organization that reaches beyond hospital walls.

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