Other Writing

10 Years of Learning
by Mindy L. Hall, Ph.D.
Throughout 2006, Peak Development published a monthly web series called "10 Years of Learning," which looked back at the most important lessons learned over the company's first decade. Now, as the 10th Anniversary has come to a close, we're pleased to provide all of the essays from this series in one convenient volume. Whether you followed along with the series online or you're just discovering it now, we hope you find the ideas helpful in your work.

Doctoral Dissertation

"Deep Learning: A Case-Study Exploration of Current Practices and Organizational Supports That Encourage This Mode of Learning in Leaders"
by Melinda (Mindy) L. Hall, 2001.
Fielding Graduate Institute
In the 21st century, traditional leaders are presented with numerous challenges as they head organizations that look nothing like the organizations they were socialized and educated to operate. With social, political, and economic forces necessitating quantum and constant change in individuals, businesses, and whole economies, methods of developing leaders in this new world require equal revolution. Employing a multidimensional case-study research design, this paper explores the experience of one company as it engaged its leaders in deeper forms of learning in order to develop their abilities to lead in the high-value proposition of the 21st century.

Textbook Chapters

"Competency-Based Culture Change"
by Mindy Hall
from "The Competency Casebook: Twelve Studies in Competency-Based Performance Improvement" Dubois, David D., ed. HRD Press, Inc., 1998.
Mindy Hall, in Chapter 9, describes how Rhone-Poulenc-Rorer, a global pharmaceutical corporation, used a competency-based approach to build a development culture across the North America zone of responsibility. Hall tracks for us how competencies were used throughout a five-stage change process. The change process included the following steps: creating a vision; generating energy and enthusiasm for the vision; building support for the change with key individuals; providing a common purpose, direction, and language; and, aligning key human resources systems (including recruitment, performance measurement, rewards, and so forth) to support and reinforce the desired culture.