Case of Jack Smith Learning to Learn Human Capital Case of Jack Smith Learning to Learn

Knowledge Nuggets Learning is a relative permanent change in behavior, affect and/or cognitions. We can not tell if learning has occurred until it manifests itself in observable behavior. Every task has a learning curve.

Knowledge Nuggets Learning focuses on the acquisition AND utilization of Knowledge Explicit/ Declarative Procedural Cultural Tacit

Knowledge Nuggets Learning involves frequent, distinctive feedback Accurately Perceived Source of Feedback must be credible Timely Behavioral, not Personal Remedial Instruction Feedback is a “Necessary But Not Sufficient” condition for learning

Knowledge Nuggets Learning benefits from an environment in which: It is safe to make mistakes The learner is motivated to learn (extrinsically and intrinsically) Learning and work environment are similar (adds in transfer) There is amble time for practice Appropriate behavior is modeled There is direct as well as vicarious reinforcement Learning is compromised when only “success” is rewarded and “failures” are punished.

Knowledge Nuggets When learning is compromised, people and organizations engage in first order learning and are unable to update assumptions, expectations and understanding. When learning is NOT compromised, “double loop” learning occurs, in which failures, shortcomings, and disappointments help update theories in use.

Knowledge Nuggets Learning is an iterative process. It requires trial and error (natural experimentation) or structured experiments that are “failures” in the sense that they do not lead to a successful outcome but do allow adaptation and adjustment through which mastery occurs.

Two Types of Learning Single loop learning Double Loop Learning Outcomes cause adjustment of behaviors, like a thermostat. Goals, beliefs, values, conceptual frameworks, and strategies are taken for granted without critical reflection. Based on negative feedback and correction of deviation from the norm, Double Loop Learning Directed to correction of "mistakes" based on defined norms Implies an extra loop to reconsider existing rules and their validity. Experimentation allows refocusing

Knowledge Nuggets In knowledge organizations: Problem solving, improvement and process innovation skills are built at all levels, from the shop floor to senior management Learning occurs more through experimentation than through information sharing Tacit knowledge is acquired through experimentation, analysis There is a cascade of learning and an expectation of sharing knowledge

Toyota’s Model of KM All individuals regardless of level are capable problem solvers, able to rapidly conceive and executive many changes The critical role of senior management is to build the process-innovation capabilities of those less senior (Fukanaga for Smith, Smith for group leaders) – not to solve the problems Learning occurs through experimentation, analysis and reapplication.