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Organization Learning

Organization Learning. AKA “The Learning Organization” The learning organization: Shared vision Discard old routines and patterns of thought Systems thinking Open communications Move past self-interest Organization learning

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Organization Learning

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  1. Organization Learning • AKA “The Learning Organization” • The learning organization: • Shared vision • Discard old routines and patterns of thought • Systems thinking • Open communications • Move past self-interest • Organization learning • The process of creating a group or organization-wide basis of knowledge

  2. The Changing Nature of Work • Through most of recorded history • Manual work, primarily agricultural • Work hard, not smart • The Industrial Revolution and scientific management • Still manual work, but replacement by machines • Begin to work smart • The year 2000 • Service workers • Knowledge workers

  3. Increasing Knowledge Worker Productivity • Knowing what the task is • Self-management (autonomy) • Continuous innovation and continuous learning • Quantity and quality • Worker is an asset, not an expense

  4. A Model of Organization Learning Organizational Learning Single / Double Loop Learning Organizational Memory Shared Mental Models Group Mind Dominant Logic Shared Knowledge Shared Values Team Norms Group Habits Performance Strategies Group Creativity Task Performance

  5. Single and Double Loop Learning • Why do smart people do dumb things? • Complex environment -- need to simplify • Stick with what we know; reduce risk, maintain control, comfort, certainty • Failure to think of the system • Single-Loop Learning • Errors corrected using past routines and present policies • Double-Loop Learning • Errors are corrected by changing objectives, policies and routines

  6. Types of Knowledge • Declarative • Procedural • Task strategies • Basic outlooks

  7. What To Do and What Not to Do (I) • DO define knowledge and distinguish it from data • DO emphasize flow of knowledge, not just amount of knowledge • DON’T view knowledge as independent of people • DO work for shared understanding, not just shared facts (build a culture) • DON’T forget tacit knowledge - beliefs, perceptions, experience • DON’T get caught up in technology and forget to use the data

  8. What To Do and What Not to Do (II) • DO emphasize ongoing knowledge building • DO focus on the future, not the past • DO be willing to experiment • DON’T forget to let people talk to people • DON’T look for short-term payoffs; allow time for learning to occur

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