1. The Learning Organization and Knowledge Management
Chapter 15
The Learning Organization and Knowledge Management
PowerPoint Presentation by Charlie Cook
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2. Learning Objectives After reading and studying this chapter and doing the exercises, you should be able to:
Describe the 4I framework of a learning organization.
Identify the building blocks, or key characteristics, of a learning organization.
Recognize organizational conditions favoring knowledge management (KM).
Pinpoint strategies and techniques for knowledge management.
Specify methods for sharing information within an organization.
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3. The Learning Organization
An organization that is skilled at creating, acquiring, and transferring knowledge, and at modifying behavior to reflect new knowledge and insights.
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4. The 4I Framework of Organizational Learning
Source: Mary M. Crossan, Henry W. Lane, and Roderick E. White, “An Organizational Learning Framework: From Institution to Institution,” Academy of Management Review, July, 1999, p. 525.
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EXHIBIT 15-1

5. The 4I Framework Organizational learning processes
Intuiting
Interpreting
Integrating
Institutionalizing
Organizational learning levels
Individual Level
Group Level
Organizational Level
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6. Building Blocks of A Learning Organization
Double-loop learning
Action learning
System thinking
Shared vision
The challenging of mental models
Team learning
Personal mastery of the job
High impact learning
Translation of new knowledge into new ways of behaving
Systematic investigation and problem solving
Experimentation
Learning from other organizations
Healthy disrespect for the status quo
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7. Building Blocks of A Learning Organization
Double-loop learning
Confronting the validity of the goal or the values implicit in a situation by questioning, based on feedback, the core premise of the situation.
Action learning
Acquiring skills while working in teams on real problems that are reusable at later stages in resolving the problem.
L = P + Q (learning is comprised of programmed knowledge plus questioning skills)
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8. Building Blocks of A Learning Organization (cont’d)
Systems thinking
Developing a point of view of the organization as a system that affects and is affected by the external environment.
Shared vision
Developing a common purpose and commitment for the organization to keep learning.
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9. Building Blocks of A Learning Organization (cont’d)
The challenge of mental models
Overcoming powerful assumptions and mental models that prevent people from working together can open up a world of opportunities.
Team learning
Engaging in collective problem solving by sharing information and opinions with coworkers.
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10. Building Blocks of A Learning Organization (cont’d)
Personal mastery of the job
Developing the individual expertise necessary to master the demands of the job.
Translation of new knowledge into new ways of behaving
Using knowledge to change behavior through learning.
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11. Building Blocks of A Learning Organization (cont’d)
Systematic investigation and problem solving
Instigating the widespread use of the scientific method to investigate and solve problems.
Experimentation
Developing the risk-taking, entrepreneurial attitude to seek out new opportunities through experiments in improving organizational performance.
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12. Building Blocks of A Learning Organization (cont’d)
Learning from other organizations
Studying other competitors to acquire insights to be used as benchmarks for improving the effectiveness and efficiency of the organization.
Healthy disrespect for the status quo
Challenging whatever exists (e.g., work processes) and seeing if anything can be improved upon.
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13. Building Blocks of A Learning Organization (cont’d)
High impact learning
Taking steps to increase the significance of high impact learning in moving the firm forward and preventing potential problems by:
Building a commitment to a learning capability among members of the organization.
Generating ideas with impact by developing deliberate approaches to acquiring knowledge.
Using cross-functional team to disseminate ideas with impact throughout the organization.
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14. Knowledge Management Knowledge Management (KM)
A systematic approach to documenting, applying, and transferring the know-how and experience of employees.
Knowledge is managed more effectively in a learning organization.
Information is systematically shared to achieve goals.
Intellectual capital is a resource for competitive advantage.
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15. Knowledge Management (cont’d)
Organizational conditions favoring KM
Being a learning organization.
Having an organizational culture that emphasized sharing information through a incentive reward system for contributing to the organizational knowledge base.
Providing top-management leadership for the KM effort.
Demonstrating the value of KM to encourage commitment.
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16. KM Strategies and Techniques
Hire the right persons
Employ people who are good at learning and teaching; who are intelligent, can accumulate knowledge, and are intellectually curious.
Create knowledge
Use intelligence, creativity, and innovation to create knowledge leading to new products or services.
Competitive knowledge management
Develop mechanisms that allow knowledge and expertise (competitive intelligence) of competitors to be tracked.
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17. KM Strategies and Techniques (cont’d)
Codification versus personalizing knowledge
Codification:
Companies with standardized products and services store information in way that it can be readily assessed and repeatedly used.
Personalization:
Companies with unique products and services share information through interpersonal contacts.
The choice for codification or personalization of knowledge is largely determined by the products or services the company produces.
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18. KM Strategies and Techniques (cont’d)
Appointing a Chief Knowledge Officer
Duties of a Chief Knowledge Officer
Arranging conferences where workers share information.
Assimilating databases of company knowledge
Teaching people how to learn at a deeper level
Getting people to reflect on their experiences and profit from their mistakes
Selling people on the idea that brainpower is the company’s true source of competitive advantage
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19. KM Strategies and Techniques (cont’d)
Deliver knowledge just in time
Providing specialized workers with specialized information that enhances the effectiveness of their work, just at the point at which they could use the information.
Closing the gap between knowing and doing
Do not allow stored knowledge to go unused, convert knowledge to action.
Build a culture of action
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20. Effective Knowledge Management
Focus on system performance rather than on narrow technical outcomes.
Follow systematic work and decision processes.
Share knowledge by letting others know about your ideas.
Try new approaches.
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21. Methods for Sharing Information
Create an in-house Yellow Pages.
Install an intranet communication system.
Provide personalized explanations of success factors.
Foster dialogue among organization members.
Create shared physical facilities and informal learning situations to promote information sharing.
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