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

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

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

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

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

Types of Knowledge Declarative Procedural Task strategies Basic outlooks

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

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