Chapter 9_Organization Learning

7/23/2019 Chapter 9_Organization Learning

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Chapter 9

OrganizationalLearning and

KnowledgeManagement



OverviewIssues addressed in this chapter include:

Activities that are part of learning

Types of learning

Structures impact on learning

!imensions of "nowledge management

#reating $t %etween the component parts and"nowledge management



Key TermsLearning in the Organization

Involves the gathering& from internal or e'ternalsources& and sharing of e'isting "nowledge(

Knowledge

Involves the conversion of data into informationand can either %e e'plicit or tacit(

)'plicit "nowledge is codi$ed or written down asrules or guidelines(

Tacit "nowledge comes from e'perience and isinternal to an individual(



Enabling learning in theEnabling learning in the

organizationorganization

Gathering of data andGathering of data and

informationinformation

Transferring and sharingTransferring and sharing

information throughinformation through

communicationcommunication

OrganizationOrganization

LearningLearning



#haracteristics of #ommunication *rocessesin a Learning Organization

+ree e'change in& across& and %etween levels and functions

within the organization(

,ecognition of the value of %oth the formal and informal

networ"s where "nowledge and information are e'changed(

)ncouragement of free e'change %y all levels oforganizational leadership(

Open dialogue(

#ontinual transformation of the organization systems for

and the processes of communication(Support of a culture that encourages meaningful interaction

and e'change in& across& and %etween levels and functions(



The Interpretive Approach

to Learning+acilitating learning in innovative organizations

using this approach re-uires:

.(/nderta"ing creative and innovative actionsthroughout the organization to reduce am%iguity(

0( !istri%uting information in all directions1vertically&horizontally& and diagonally1in the organization(

2( !eveloping creative insights through an iterativeprocess using multiple viewpoints(

3( Loo"ing for new ways to apply "nown information(



The Systems Approach to

LearningLearning a%out potential partners re-uires:

.( A clear understanding of how potential partners canintegrate with each function of the organization(

0( !evelopment of a group of specialists whounderstand the synergies and pro%lems associatedwith %lending people& processes& and resources frommultiple companies(

2( 4uidelines with which to interpret the potential forsuccess if the ac-uisition of technology ta"es place(

3( That with success& the guidelines %e reinforced andsu%5ect to periodic review(



Structuring for

Organizational LearningAn organization that is structured for learning is

characterized %y:

!ecision6ma"ing processes %ased on "nowledgethat is shared and transferred through highlydeveloped& integrated communication systems(

Many processes that encourage %oundaryspanning within the $rm(

)ncouragement of internal networ" development(,eward systems tied to team and system6wide

goals( ,is"6ta"ing %ehaviors and lin"ing ideas anddiverse areas of the $rm are rewarded(



Keys to Successful

Organizational Learning.( Organizational learning is a function of a $rms competencies&

culture& and comfort(

0( Organizational learning re-uires the communication of ideasand o%servations(

2( 7ust %ecause one employee "nows something does not meanthe organization can act on it( Too often& organizations focuson position and power rather than "nowledge( Learning forthe organization is not the sum of what everyone in theorganization "nows %ut rather is the sum of what is shared(

3( Organizational learning needs to %e stored in organizationalmemory(

8( Organizational learning processes need to %e intentional inthe organization& %ut the organization also needs to recognizelearning %y 9surprise(



Knowledge ManagementKnowledge9A ;uid mi' of framed e'perience values&

conte'tual information& and e'pert insight that

provides a framewor" for evaluating andincorporating new e'perience and information(

Knowledge Management The processes that com%ine data& information&

and individual learning in a synergistic mannerthat is accomplished %y de$ning& developing&and processing the innovative and creativea%ilities of the $rms employees individuallyand collectively(



InternalizationInternalizationInternalizationInternalization

SocializationSocializationSocializationSocialization

ExternalizationExternalizationExternalizationExternalization

CombinationCombinationCombinationCombination

KnowledgeKnowledge

CreationCreation



Ma"ing Knowledge

Management a Successful#apa%ility.( !evelop a system<process for "nowledge

management(

0( Ma"e information readily availa%le(

2( Ma"e information accessi%le in a timely fashion(

3( Individuals must understand how to useinformation(

8( The system must %e usa%le and there must %ethe a%ility to develop ideas from it(

=( The system should help the organizationdevelop organizational wisdom(



#haracteristics of ,>! Team

Mem%ers in a LearningOrganizationA vision for where the organization and the team are going(

An openness to new ideas and the a%ility to display thatopenness(

Listening s"ills as well as the a%ility to frame and reframeideas are important parts of this openness(

A strong sense of what the organization is and is not and

whether the organization needs to undergo radical orincremental change(

*assionate a%out the e'change of "nowledge and theopportunity to learn(

An a%ility to champion ideas and energize the organizationtoward the accomplishment of goals(



Managerial 4uidelines#ommon mista"es in the development of a

"nowledge6management system:+ailure to coordinate e?orts among information

systems& technical processes and procedures& andhuman resources

Starting too small

@ot changing the reward structures and culture of the

$rm to recognize e'cellence in teamwor"

Mista"ing %uilding a great data%ase for "nowledgemanagement(

Assuming that "nowledge management will occur%ecause it is important(

Chapter 9_Organization Learning

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