1. Chapter 5 ORGANISATIONAL LEARNING
WELCOME!
Chapter 5
ORGANISATIONAL LEARNING

2. BUZZ GROUP How do you learn best as an individual?
Have you ever explored your learning style?
If so, how would you describe your optimal learning?

3. KOLB’S (1984) LEARNING CYCLE
Figure 5.1 The Lewinian experiential learning model (Kolb 1984)

4. ORGANISATIONAL LEARNING SINGLE- AND DOUBLE-LOOP LEARNING
Behavioural learning – ‘single-loop learning’ involves maintaining an organisation’s ‘theory-in-use’
Cognitive (Mental) learning – ‘double-loop learning’ involves questioning assumptions and values

5. SUCCESS & FAILURE: WHAT DRIVES OL?
Figure 5.3 Success and failure in organisations

6. ORGANISATIONAL LEARNING Huber (1991)
Knowledge acquisition
Information distribution
Information interpretation
Organisational memory

7. KNOWLEDGE ACQUISITION
Congenital learning
Experiential learning (experiments, self-appraisal, unintentional, learning curve)
Vicarious (observational) learning
Grafting
Searching and noticing (scanning, focused search, performance monitoring)

8. INFORMATION DISTRIBUTION
Links with organisational communication
Probability that A will rout information to B (member or unit)
Probability of delay in routing information by A to B
Probability and extent of information distortion by A when communicating to B

9. INFORMATION INTERPRETATION
Cognitive maps and framing
Media richness – variety of cues medium can convey and rapidity of feedback
Information overload – detracts from effective interpretation
Unlearning – discarding obsolete and misleading knowledge

10. ORGANIZATIONAL MEMORY
Personnel turnover results in loss of organisational memory
Non-anticipation of future needs means that memory may not be stored
Who has the information I want?
Storing and retrieving information
Computer-based organisational memory

11. SOCIAL PERSPECTIVE OF OL (Gherardi & Nicolini, 2001)
Learning takes place through interactions between people shaped by cultural norms
Social and political processes impact on organisation’s ability to absorb new knowledge and practices
Similarities with social capital?

12. ABSORPTIVE CAPACITY
Ability of organisations to absorb and apply new knowledge
Capacity to learn and solve problems
Knowledge capacity driven by high previous experience, diversity and commonality
Knowledge capability driven by problem solving and knowledge transfer abilities
Gatekeepers important to transfer knowledge across boundaries

13. ABSORPTIVE CAPACITY (CONTINUED)
Figure Absorptive capacity processes

14. BUZZ GROUPS
Why are cooperative and competitive cultures both unlikely to lead to the most effective forms of organisational learning?

15. POLITICS & OL 2000; Jashapara 2003; Vince 2001)
Figure Politics and organisational learning (adapted from Coopey and Burgoyne
2000; Jashapara 2003; Vince 2001)

16. BUZZ GROUP
How does technology impact on the processes of organizational learning – trust forming or electronic fences?
What are the advantages and pitfalls of vicarious learning and grafting?
How can information overload be effectively managed?