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A Framework for Understanding Organizational Learning Adapted from Dixon, N. 1992. Organizational learning: A review of the literature with implications.

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Presentation on theme: "A Framework for Understanding Organizational Learning Adapted from Dixon, N. 1992. Organizational learning: A review of the literature with implications."— Presentation transcript:

1 A Framework for Understanding Organizational Learning Adapted from Dixon, N Organizational learning: A review of the literature with implications for HRD professionals. Human Resource Development Quarterly, (3), 1, 29-49

2 Increased Emphasis on Organizational Learning w Changing nature of work jobs involve creating and processing knowledge w Global economy w Increasing pace and unpredictable nature of change to survive have to learn faster than rate to change

3 Organizational learning is defined as the process by which knowledge about action outcome relationships between the organization and the environment is developed. w Learning viewed as a process w Learning at systems level w Distinctive feature is sharing at organizational level

4 Five Ways to Look at Organizational Learning w Information acquisition w Information distribution and interpretation w Making meaning w Organization memory w Retrieval of information

5 Five Ways to Look at Organizational Learning w Elements can be sequential w More often interacting and continuous

6 Information Acquisition w Internal Congenital Founders Prevailing technology Experiential Successes and mistakes Experimenting R&D Pilot projects Continuous process improvement Process improvement teams Critical reflection Dialogue Action Science Questioning assumptions

7 Information Acquisition w External Borrowing Conferences Consultants Printed materials Searching Reports, economic, technological, social Customers Competitors Grafting New members Acquisitions, mergers Collaborating Joint ventures Consortiums

8 Distribution and Interpretation of Information w Distributing Information Intentional Individual written communication –Memos, reports, letters –Open access bulletin boards Training –Internal consultants –Formal courses –On-the-job training Internal conferences Briefings Internal publications –Video –Print –audio

9 Distribution and Interpretation of Information w Distributing Information Unintentional Job rotation Stories, myths Task forces Informal networks

10 Distribution and Interpretation of Information w Interpreting Information Dialogue Critical reflection Process checks Taking action Unlearning

11 Model of Organizational Learning Modes Interpretation Low High Amount of Information LowHigh Traditional Bureaucracy Extended Bureaucracy Self-Designing Organization Experimenting Organization

12 Making Meaning w Interpreting Information Dialogue Critical reflection Process checks Taking action Unlearning

13 Making Meaning w Analyzing Information Rational analysis Problem-solving processes Extrapolating from past events Strategy formulation Decision support tools

14 Organizational Learning Model Individual Action Individual Beliefs Organizational Action Environmental Response

15 Organizational Memory w Internal Intentional Expert systems Records, reports Policies Core competence Transformations Tacit Culture Structure Ecology Theories of action

16 Organizational Memory w External Competitors Government records Financial reports Former members

17 Retrieval of Information w Controlled Individuals Groups of individuals w Automatic Culture Ecology Structures Individual tacit knowledge


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