1. HBR on Knowledge Mgmt Chapters 1-3 Joey DeBono Carolyn Coolidge

2. AGENDA Chapter Introductions Assumptions Overview, details and examples Questions

3. HBR Chapters 1-3 The Coming of the New Organization Peter F. Drucker, Jan 01, 1988 The Knowledge-Creating Company Ikujiro Nonaka, Nov 01, 1991 Building A Learning Organization David A. Garvin, Jul 01, 1993

4. HBR Chapters 1-3 The Coming of the New Organization Peter F. Drucker, Jan 01, 1988

5. The Coming of the New Organization Peter F. Drucker, Jan 1988 Premise Identifying organizational trends

6. The Coming of the New Organization Peter F. Drucker, Jan 1988 Assumptions Specialization Changes in management Cross-discipline (- function) task forces (teams)

7. The Coming of the New Organization Peter F. Drucker, Jan 1988 Examples Symphony Orchestra Hospitals British administration in India

8. Future Steps Management issues of Motivation/Reward Need for unified vision Management structure with Task Force Teams Top Management supply, prep, testing The Coming of the New Organization Peter F. Drucker

9. HBR Chapters 1-3 The Knowledge-Creating Company Ikujiro Nonaka, Nov 01, 1991

10. Uncertainty Competitive advantage = Knowledge The Knowledge-Creating Company Ikujiro Nonaka, Nov 1991

11. Japanese Management Styles Tapping tacit insights (soft…) Redundancy

12. The Knowledge-Creating Company Ikujiro Nonaka, Nov 1991 Japanese Management Styles Slogans, metaphors Analogies, symbols

13. HBR Chapters 1-3 Building A Learning Organization David A. Garvin, Jul 01, 1993

14. Building a Learning Organization Definitions

15. Building a Learning Organization David A. Garvin, Jul 1993 What is a Learning Organization? Peter Senge, the Fifth Discipline 5 component technologies Systems thinking Personal mastery Mental models Shared vision Team learning Behavior v. Thinking

16. Building a Learning Organization David A. Garvin, Jul 1993 What is a Learning Organization? … an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. p51 5 Definitions of Organizational Learning, p77

17. Building a Learning Organization David A. Garvin, Jul 1993 Chronologically: “Organizational learning is a process of detecting and correcting error.” Chris Argyris, 1977.

18. Building a Learning Organization David A. Garvin, Jul 1993 “Organizational learning means the process of improving actions through better knowledge and understanding.” C. Marlene Fiol & Margorie A. Lyles, 1985.

19. Building a Learning Organization David A. Garvin, Jul 1993 “Organizations are seen as learning by encoding inferences from history into routines that guide behavior.” Barbara Levitt & James G. March, 1988.

20. Building a Learning Organization David A. Garvin, Jul 1993 “Organizational learning occurs through shared insights, knowledge and mental models... [and] builds on past knowledge and experience—that is, on memory.” Ray Stata, 1989.

21. Building a Learning Organization David A. Garvin, Jul 1993 “An entity learns if, through its processing of information, the range of its potential behaviors is changed.” George P. Huber, 1991.

22. Building a Learning Organization David A. Garvin, Jul 1993 Suspend disbelief and assume: … an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. p51

23. Building a Learning Organization David A. Garvin, Jul 1993 A: In the absence of learning, companies—and individuals—simply repeat old practices. change remains cosmetic, and improvements are either fortuitous or short-lived.

24. Building a Learning Organization David A. Garvin, Jul 1993 A: Learning  Improvement 3 M’s Meaning Management Measurement

25. Building a Learning Organization David A. Garvin, Jul 1993 A: “if you can’t measure it, you can’t manage it [sic].” p70 Current tools reveal little about sources of learning or the levers of change

26. Learning Organization Skills Systematic Problem-solving Building a Learning Organization David A. Garvin, Jul 1993

27. Learning Organization Skills Systematic Problem-solving Experimentation (new approaches) Building a Learning Organization David A. Garvin, Jul 1993

28. Learning Organization Skills Systematic Problem-solving Experimentation (new approaches) Learning from past experience Building a Learning Organization David A. Garvin, Jul 1993

29. Learning Organization Skills Systematic Problem-solving Experimentation (new approaches) Learning from past experience Learning from best practices (of others) Building a Learning Organization David A. Garvin, Jul 1993

30. Learning Organization Skills Systematic Problem-solving Experimentation (new approaches) Learning from past experience Learning from best practices (of others) Knowledge transference Building a Learning Organization David A. Garvin, Jul 1993

31. Measurement How to Build a Learning Organization Slowly Cultivate cultural attitudes Commitment Mgmt processes accrued slowly/steadily Building a Learning Organization David A. Garvin, Jul 1993

32. Building a Learning Organization Measurement

33. Building a Learning Organization David A. Garvin, Jul 1993 Assume traditional maxim: “if you can’t measure it, you can’t manage it.” p70 Traditional measuring tools: learning curves, manufacturing progress functions Incomplete: single-measure of output Focused on cost or price Ignoring quality, delivery, new product introductions Tell little about sources of learning or the levers of change

34. Building a Learning Organization David A. Garvin, Jul 1993 New[er] Measure p72 Half-life cycle Developed by Analog Devices Measures the time it takes to achieve a 50% improvement in a specified performance measure. Weakness: focuses solely on results Unlikely to capture short-run learning Systemic changes are long-run, e.g. total quality culture, or new approaches to product develop.

35. Building a Learning Organization David A. Garvin, Jul 1993 Measurement How to Build a Learning Organization

36. Building a Learning Organization Building

37. How to Build a Learning Organization Slowly Cultivate cultural attitudes Trust Commitment Mgmt processes accrue slowly/steadily Building a Learning Organization David A. Garvin, Jul 1993

38. An Organization’s Learning Trace p73 Three over-lapping stages Cognitive Behavioral Performance improvement Suggested capture tools (surveys, et al.) e.g., Mystery Shopper

39. Building a Learning Organization David A. Garvin, Jul 1993 Foster environment conducive to learning Open up boundaries

40. Building a Learning Organization David A. Garvin, Jul 1993 Create Learning forums

41. Building a Learning Organization David A. Garvin, Jul 1993 Shift focus toward a commitment to learning

42. HBR Chapters 1-3 Questions?