Chapter 7: Professional learning for coaches - Learning Forward
Chapter 9_Organization Learning
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Transcript of Chapter 9_Organization Learning
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Chapter 9
OrganizationalLearning and
KnowledgeManagement
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OverviewIssues addressed in this chapter include:
Activities that are part of learning
Types of learning
Structures impact on learning
!imensions of "nowledge management
#reating $t %etween the component parts and"nowledge management
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Key TermsLearning in the Organization
Involves the gathering& from internal or e'ternalsources& and sharing of e'isting "nowledge(
Knowledge
Involves the conversion of data into informationand can either %e e'plicit or tacit(
)'plicit "nowledge is codi$ed or written down asrules or guidelines(
Tacit "nowledge comes from e'perience and isinternal to an individual(
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Enabling learning in theEnabling learning in the
organizationorganization
Gathering of data andGathering of data and
informationinformation
Transferring and sharingTransferring and sharing
information throughinformation through
communicationcommunication
OrganizationOrganization
LearningLearning
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#haracteristics of #ommunication *rocessesin a Learning Organization
+ree e'change in& across& and %etween levels and functions
within the organization(
,ecognition of the value of %oth the formal and informal
networ"s where "nowledge and information are e'changed(
)ncouragement of free e'change %y all levels oforganizational leadership(
Open dialogue(
#ontinual transformation of the organization systems for
and the processes of communication(Support of a culture that encourages meaningful interaction
and e'change in& across& and %etween levels and functions(
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The Interpretive Approach
to Learning+acilitating learning in innovative organizations
using this approach re-uires:
.(/nderta"ing creative and innovative actionsthroughout the organization to reduce am%iguity(
0( !istri%uting information in all directions1vertically&horizontally& and diagonally1in the organization(
2( !eveloping creative insights through an iterativeprocess using multiple viewpoints(
3( Loo"ing for new ways to apply "nown information(
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The Systems Approach to
LearningLearning a%out potential partners re-uires:
.( A clear understanding of how potential partners canintegrate with each function of the organization(
0( !evelopment of a group of specialists whounderstand the synergies and pro%lems associatedwith %lending people& processes& and resources frommultiple companies(
2( 4uidelines with which to interpret the potential forsuccess if the ac-uisition of technology ta"es place(
3( That with success& the guidelines %e reinforced andsu%5ect to periodic review(
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Structuring for
Organizational LearningAn organization that is structured for learning is
characterized %y:
!ecision6ma"ing processes %ased on "nowledgethat is shared and transferred through highlydeveloped& integrated communication systems(
Many processes that encourage %oundaryspanning within the $rm(
)ncouragement of internal networ" development(,eward systems tied to team and system6wide
goals( ,is"6ta"ing %ehaviors and lin"ing ideas anddiverse areas of the $rm are rewarded(
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Keys to Successful
Organizational Learning.( Organizational learning is a function of a $rms competencies&
culture& and comfort(
0( Organizational learning re-uires the communication of ideasand o%servations(
2( 7ust %ecause one employee "nows something does not meanthe organization can act on it( Too often& organizations focuson position and power rather than "nowledge( Learning forthe organization is not the sum of what everyone in theorganization "nows %ut rather is the sum of what is shared(
3( Organizational learning needs to %e stored in organizationalmemory(
8( Organizational learning processes need to %e intentional inthe organization& %ut the organization also needs to recognizelearning %y 9surprise(
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Knowledge ManagementKnowledge9A ;uid mi' of framed e'perience values&
conte'tual information& and e'pert insight that
provides a framewor" for evaluating andincorporating new e'perience and information(
Knowledge Management The processes that com%ine data& information&
and individual learning in a synergistic mannerthat is accomplished %y de$ning& developing&and processing the innovative and creativea%ilities of the $rms employees individuallyand collectively(
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InternalizationInternalizationInternalizationInternalization
SocializationSocializationSocializationSocialization
ExternalizationExternalizationExternalizationExternalization
CombinationCombinationCombinationCombination
KnowledgeKnowledge
CreationCreation
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Ma"ing Knowledge
Management a Successful#apa%ility.( !evelop a system<process for "nowledge
management(
0( Ma"e information readily availa%le(
2( Ma"e information accessi%le in a timely fashion(
3( Individuals must understand how to useinformation(
8( The system must %e usa%le and there must %ethe a%ility to develop ideas from it(
=( The system should help the organizationdevelop organizational wisdom(
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#haracteristics of ,>! Team
Mem%ers in a LearningOrganizationA vision for where the organization and the team are going(
An openness to new ideas and the a%ility to display thatopenness(
Listening s"ills as well as the a%ility to frame and reframeideas are important parts of this openness(
A strong sense of what the organization is and is not and
whether the organization needs to undergo radical orincremental change(
*assionate a%out the e'change of "nowledge and theopportunity to learn(
An a%ility to champion ideas and energize the organizationtoward the accomplishment of goals(
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Managerial 4uidelines#ommon mista"es in the development of a
"nowledge6management system:+ailure to coordinate e?orts among information
systems& technical processes and procedures& andhuman resources
Starting too small
@ot changing the reward structures and culture of the
$rm to recognize e'cellence in teamwor"
Mista"ing %uilding a great data%ase for "nowledgemanagement(
Assuming that "nowledge management will occur%ecause it is important(