A Framework for Understanding Organizational Learning Adapted from Dixon, N Organizational learning: A review of the literature with implications for HRD professionals. Human Resource Development Quarterly, (3), 1, 29-49

Increased Emphasis on Organizational Learning w Changing nature of work jobs involve creating and processing knowledge w Global economy w Increasing pace and unpredictable nature of change to survive have to learn faster than rate to change

Organizational learning is defined as the process by which knowledge about action outcome relationships between the organization and the environment is developed. w Learning viewed as a process w Learning at systems level w Distinctive feature is sharing at organizational level

Five Ways to Look at Organizational Learning w Information acquisition w Information distribution and interpretation w Making meaning w Organization memory w Retrieval of information

Five Ways to Look at Organizational Learning w Elements can be sequential w More often interacting and continuous

Information Acquisition w Internal Congenital Founders Prevailing technology Experiential Successes and mistakes Experimenting R&D Pilot projects Continuous process improvement Process improvement teams Critical reflection Dialogue Action Science Questioning assumptions

Information Acquisition w External Borrowing Conferences Consultants Printed materials Searching Reports, economic, technological, social Customers Competitors Grafting New members Acquisitions, mergers Collaborating Joint ventures Consortiums

Distribution and Interpretation of Information w Distributing Information Intentional Individual written communication –Memos, reports, letters –Open access bulletin boards Training –Internal consultants –Formal courses –On-the-job training Internal conferences Briefings Internal publications –Video –Print –audio

Distribution and Interpretation of Information w Distributing Information Unintentional Job rotation Stories, myths Task forces Informal networks

Distribution and Interpretation of Information w Interpreting Information Dialogue Critical reflection Process checks Taking action Unlearning

Model of Organizational Learning Modes Interpretation Low High Amount of Information LowHigh Traditional Bureaucracy Extended Bureaucracy Self-Designing Organization Experimenting Organization

Making Meaning w Interpreting Information Dialogue Critical reflection Process checks Taking action Unlearning

Making Meaning w Analyzing Information Rational analysis Problem-solving processes Extrapolating from past events Strategy formulation Decision support tools

Organizational Learning Model Individual Action Individual Beliefs Organizational Action Environmental Response

Organizational Memory w Internal Intentional Expert systems Records, reports Policies Core competence Transformations Tacit Culture Structure Ecology Theories of action

Organizational Memory w External Competitors Government records Financial reports Former members

Retrieval of Information w Controlled Individuals Groups of individuals w Automatic Culture Ecology Structures Individual tacit knowledge