1 KAIST Graduate School of Management 27 September, 2003 한상필 Organizational Learning Dynamics From managerial perspectives.

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Presentation transcript:

1 KAIST Graduate School of Management 27 September, 2003 한상필 Organizational Learning Dynamics From managerial perspectives

2 Organizational Learning A thought model –A difference in interests Organizations: long-run, system-level efficiency Individuals: short-run, individual-level efficiency –How to manage the diversity and minority for a long-run prosperity

3 Individual-level vs. System-level * Individual-level –Individuals’ Incentives to speed up socialization 자신의 code 를 잊고, 빨리 best-practice 를 배움 –Tendency to influence others –Short-term advantage 추구 System-level –Organization’s incentives to slow the speed of socialization to code 개인들의 unique 한 특성들이 한꺼번에 쉽게 없어지지 않고 보존되어, 갑작스러운 환경변화 시에도 생존해야함 –Long-term advantage 추구 *Levinthal and March (93) The Myopia of Learning, Strategic Management Journal; March (91)

4 예 ) 성당 중 고등부 주일학교 [1/2] 년간 활동 – 봄, 가을, 겨울 : 교리 및 피정 – 여름 : 청소년 캠프 활동별 요구사항 – 교리 및 피정 미사에 빠지지 않고 기도생활 ( 신앙적 ) 차분하고 계획성이 있어야 함 교리 준비를 철저히 해야 함 – 청소년 여름 캠프 활동적이어서 남들을 주도함 레크레이션에 능숙하고 놀이 등에서 오버함 음향시설, 운전, 장작쌓기 등에 능해야 함

5 예 ) 성당 중 고등부 주일학교 [2/2] 문제점 – 캠프 때에 가장 활발했던 교사가 교리할 때에는 적합하지 못함 학생에게 반말, 애정어린 폭력 ?, 시간개념 없음.. 동료교사들에게 나쁜영향 ( 열심히 일한 사람만 더 일하게 됨 ) – 캠프에 적합한 교사를 비캠프 시에는 어떻게 할 것인가 ? 해고 조직의 다른 구성원들에게 의해서 동화 / 융합 되도록 함 Etc. 딜레마 – 문제가 되는 교사를 당장 해고하거나 동화시켜버리면, 내년 여름캠프 때에는 어떻게 하나 ? –Static efficiency or dynamic efficiency?

6 March’s seminal paper * Exploration ( 탐색 ) –Search, variation, risk taking, experiment, play, flexibility, discovery, innovation –High costs, low benefits Exploitation ( 활용 ) –Refinement, choice, production, efficiency, selection, implementation, execution –Suboptimal stable equilibria Exploration and exploitation on organizational learning –Mutual adaptation between individuals and organizational code –Balance between exploitation (imitation, learning) and exploration (heterogeneity, turnovers, etc.) *March(91) Exploration and exploitation in organizational learning, Organization Science.

7 A Model of Mutual Learning Initial Settings –Organizational code: neutral beliefs of all dimensions –Individuals: varying beliefs (on average no knowledge) Interactions –Knowledge improvement: by mimicking each other through organizational code Org. Code Agent1 belief Agent2 belief AgentM belief … P1 P2 Reality

8 A Model of Mutual Learning Key Features –External reality: m-dimension, [1,-1], independent –Beliefs: about reality, [1,0,-1], change By n individuals & organizational code M-dimension 0 값 : neutral beliefs –Individuals (n) Modify its beliefs to that of the code with probability P1 P1: effectiveness of socialization –Organizational code (initially 0) Adapts to the beliefs of the majority view of individuals with probability P2 P2: effectiveness of learning by the code

9 Effects of learning rate j Highest equilibrium knowledge : slow socialization (low P1) and rapid code learning (high P2)

10 Effects of turnover and socialization j Highest knowledge : rapid socialization (high P1) and moderate level of turnover (mid P3)

11 Effects of turbulence j Long-run degenerate property : no ingredients for exploration

12 Sources for long-run success Ingredients for exploration –Heterogeneity in individuals’ learning rate in the closed system –Turnover in the open system –What else? Any other ingredients of exploration for the long-run success?

13 A Simulation Model Objectives –Turnover 가 없는 closed system 에서 조직학습과정을 통한 장기적인 성과향상을 위한 방법제시 – 기업의 ‘ 의도적인 ’ 개입으로 조직의 minority 한 개인들을 다양성 유지 또는 탐색을 위한 목적으로 보호 – 이러한 기업 action 의 효과성과 적합한 minority 규모 탐색 Agent-based modeling – 개인과 reality 가 agent 임 –2 차원 grid 위의 agent 들이 자기 이웃 ( 상하좌우 ) 들과의 interaction 을 통한 상호학습결과를 시뮬레이션

14 Parameters P1 – 개인의 imitation/socialization rate P2 – 조직의 manager 가 minor 한 개인들의 imitation 을 막는 확률 –Minor 한 개인을 조직이 해고하지 않거나, 주변 사람들로부터의 ‘pressure to confirm’ 으로 보호해 주는 노력 A – 전체 population 中에서 manager/ 조직이 보호할 minor 한 개인 들의 비율 P4 –Turbulence rate/ reality 변화율 Turbulence structure –Complete alternation (-1  1, 1  -1) –50% alternation

15 Flow chart of the simulation model Initialize Reality and Individuals Superior & Inferior Group Selection 100 Iterations Minor Individual ? Imitation with Prob P1Imitation with Prob P1(1-P2) Yes No Update Individual Code Report the Results Individual Assessment Imitation Process All Individuals

16 A Basic Model Parameters –P1: 모든 개인이 0.5 로 homogeneous –P2: 0 또는 1 –P4: –A: 0.05 (100 명중 5 명을 보호할 target inferior 로 선정 ) –TurType: complete alternation

17 Results P2= 1.0 P2= 0.0

18 Effects of Individual Homogeneity P1 = Radom value [0,1], P2 = 1.0

19 Effects of Individual Homogeneity P1 = Radom value [0,1], P2 = 0.0

20 Effects of Managerial Efforts A = 0

21 Effects of Managerial Efforts A = 1, P2 = 1 A = 10, P2 = 1

22 Effects of Turbulence Structure 50% alternation (P2 = 1.0)

23 Effects of Turbulence Structure 50% alternation (P2 = 0.0)

24 How to protect the minor group – 성과평가 시 주관적인 평가기준 추가 해당 minor 개인의 insurance 적인 역할과 potential 에 대한 점수 부여 – 문화적 보호장치 MS 의 Windows95/98 개발 PM Turnovers –Closed system 에 exploration 효과를 향상시키기 위 해서 turnover 와 minor group care 中 어느 것이 효과 적인가 ? Discussion Issue [1]

25 Conflict management –Inferior 한 개인이 주변의 superior group 으로 부터의 imitation 압력을 견딜 수 있는가 ? – 그들에 대한 Manager 의 배려 / 관리가 어떻게 하면 효과적일 수 있는가 ? –Imitation 하지 않는 inferior 한 개인을 둘러싸고 있는 superior 한 개인들의 stress 는 어떻게 관리하는가 ? 다른 adaptive complex network 연구와 관련점 Discussion Issue [2]