2. Organizational Behavior: Innovation & Learning

3. The Keys to Organizational Improvement: Society orients toward “CONTROLLING” vs. “LEARNING” Edward Deming : prevailing management system has destroyed intrinsic motivation and curiosity to learn. Two focuses of organizational learning: 1.Generative Learning (focus on creativity) 2.Adaptive Learning (focus on coping)

4. Implementing a Learning Approach Three components of effective implementation: - M eaning (clear definition) - M anagement (clear guidelines) - M easurement (assessment tools) A learning organ. is one skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect this knowledge.

5. Activities of a Learning Organization

6. Organizational Learning Can Be Traced Through Three Overlapping Stages: Cognitive- members of organizations are exposed to new ideas and expand their knowledge base. Behavioral -employees begin to internalize new insights and alter their behavior. Performance Improvement- changes in behavior leading to measurable improvements in results.

7. Any company that wishes to become a learning organization can begin with a few basic steps: FF oster an environment that is conducive to learning. OO pen boundaries and stimulate the exchange of ideas. CC reate learning forums which are designed with explicit learning goals in mind.

8. Organizational Learning: An Individual Approach Two conditions for learning: 1. Match between design and outcome. 2. Mismatch between intention and outcome.

9. Double & Single Loop Learning Single Loop Learning : correction of errors without altering underlying value system. (Appropriate for routine issues) Double Loop Learning : mismatch corrected by altering governing variables. (Appropriate for complex issues)

10. Managing Organizational Innovation Men are incredulous, never trusting things unless they have tested them by experience” (Machiavelli, The Prince) Implementation Stage: most vulnerable time of innovation process; avoidance and resistance predominate.

11. Case Study: The Development of Nasa’s Moonlander Monitor Product innovation success requires product and administrative innovation. Threat to power relations evokes opposing political forces, strategies and tactics. Political Strategy within an Organization: 1. Conception & Development Phase - “ask for forgiveness” 2. Adoption & Diffusion Phase- “seek and secure permission”

12. Motivation and Innovation Intrinsic vs. Extrinsic Motivation The “Overjustification Effect” Algorithmic vs. Heuristic Tasks

13. Intrinsic Motivation Principle of Creativity:

14. Implications For Individual Creativity Within An Organization Learning and Innovation within an organization are paradoxical unless the learning can be emphasized without the use of extrinsic motivational factors. Cognitive Distancing might allow creativity and extrinsic motivation to exist side by side. Management must set up a motivational culture based on their creativity needs.

15. Corporate Universities: Case Study in Organizational Learning Full-Time Facilities : » McDonald’s “Hamburger University” » Sears University University Partnerships : » America West » NYNEX

16. Organizational Innovation & Learning : An Integrative Approach