1. Teams and Knowledge management
B.V.L.NARAYANA
Sr Professor (T M)
RSC/BRC

2. Organizational learning( Kim 1993)
All organizations learn through their individuals
Organizations cannot learn independent of all individuals
Crucial issue –transfer of individual learning to organizational learning

3. Individual learning Operational Know how
Accommodation ( adjusting mental models to experiences)
Routines
Conceptual
Know why
Assimilation (integrating experiences into mental models)
Frame works
Mental models are deeply held images of how the world works
and powerfully influence what we see (Senge 1990)

7. Organizational learning
Cycles of individual learning affect organizational learning through their impact on shared mental models since not all individual learning's has organizational consequences
A group is a collection of individuals with shared mental models contributing to organizations shared mental models

8. OADI-SMM THEORY Observe-assess-design-implement-shared mental models
Learning occurs through exchange of individual and shared mental models
Individuals learn and change mental models
Organizations learn when individuals learn
Not all individual learning has organizational consequences

10. Transfer mechanisms
Active organizational memory- what it attends, what it chooses to act and what it chooses to remember—in form of individual and shared mental models
Individuals learning and making new mental models and making them explicit helps organizational learning as it is dynamic

11. Transfer mechanisms
Shared mental models make organizational memory usable—because of tacit knowledge which makes explicit knowledge complete
Each mental model is a clustering of data that prescribes a course of action
Conceptual learning changes these models
New mental models enclose changes and how they fit into existing frame works

12. Transfer mechanisms
Individual mental models get embedded in organizational milieu or reflection of culture
Influence of organizational culture leads to formation of shared mental models
Strength of such linkages depends upon amount of influence exerted
IDLL –when individual learning affects individual mental models and future learning
ODLL- when individual mental models get incorporated into organization through shared mental models and affect organizational actions

13. Transfer mechanisms—incomplete learning cycles
Situational learning—crisis management
Improvisation on the spot but no coding
No change in mental models
Fragmented learning
Individual learns but organization does not learn
Link between individual mental model and shared models not established
Opportunistic learning
When organizational actions are based on individual mental models and not shared mental models

15. Challenges Making mental models explicit
Mental models are dynamic and non linear
Have both explicit and tacit components
Manage the transfer of individual mental models to shared mental models
Questions?

16. Centrality of teams in organizational learning (Murray and Moses 2005
teams act as critical liaison device between learning at the individual and organizational level.
Teams help to
develop horizontally based personal relationships
assist in knowledge creation by making personally implicit knowledge more explicit
team effectiveness is influenced by the dynamics of team learning and team structure

17. Team learning
Team learning involves transforming conversational and collective thinking skills so that groups of people can reliably develop intelligence and ability greater than the sum of individual member talents (Senge 1994)
team learning is more important than individual learning since most decisions are made in subunits such as teams and divisions.
Collective interpreting and sense making within a group or team facilitates shared understandings which leads to better integration.

18. Team learning
teams are often presented with the contrasting goals of achieving long-term renewal and short-term performance. So connect strategy with operations
Operational connectedness indicates the crucial interlinked role of teams in bridging learning at the individual and organizational level
teams are social units engaged in collective learning through informal processes that link the individual to the organization. Teams are potentially a powerful vehicle for reflection, dialogue and the sharing of learning

20. Team knowledge structures
Two key dimensions
Knowledge differentiation---extent to which team members possess different types of knowledge
Increases absorptive capacity and ability to acquire new knowledge
Requires knowledge integration to learn
Allows creation of new knowledge

21. Team knowledge structures
Externalization
Is when team uses knowledge held by non team members. Members never personally possess this knowledge
Scope for learning is less due to outsourcing
Scope for integrating is less
Less scope for creation of new knowledge

22. Any questions