1. Learning Organisations -Learning organisations [are] organisations where people continually expand their capacity to create the results they truly desire, where new and expensive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together (Senge 1990) -Learning company is a vision of what might be possible. It is not brought about simply by training individuals, it can only happen as result of learning at the whole organisation level. A learning company is an organisation that facilitates the learning of all its members and continuously transforms itself (Pedler et al 1991)

2. Why Learning Organisations? “the rate at which organisations learn may become the only sustainable source of competitive advantage” Senge, P, 1990: The Fifth Discipline

3. -Learning organisations are characterised by total employee involvement in a process of collaboratively conducted, collectively accountable change directed towards shared values or principles (Watkins & Marsick 1992) -a firm that purposefully constructs structures and strategies to enhance and maximise organisational learning (Dodgson 1993) Learning Organisations

4. Five Disciplines Personal Mastery –Continually clarifying and deepening our personal vision, of focusing our energies, of developing patience and of seeing reality objectively Mental Models –Generalisations assumptions etc; Learning to unearth our internal pictures of the world to bring them to surface and hold them to scrutiny Shared Vision –Capacity to hold a shared picture of the future we seek to create Team Learning –Synergy, individual growth System Thinking –Conceptual framework to make the full patterns clearer and help us see how to change them effectively

5. Characteristics of Learning Organisations Learning culture: an organisational climate that nourishes learning. –futuristic or external orientation, –free exchange and flow of information, –commitment to learning or personal development, –valuing people –Climate of openness and trust –Learning from experience

6. Processes – processes that encourage interaction across boundaries –Strategic and scenario planning (thinking beyond box) –Competitor analysis –Information and knowledge management –Capability planning –Team and organisation development –Performance management –Reward and recognition system Characteristics of Learning Organisations

7. Tools and techniques: methods that aid individual and group learning e.g. creativity and problem solving techniques –Inquiry: interviewing, seeking info –Creativity: brainstorming, associating ideas –Making choice –Observing outcomes: recording, observation –Reframing knowledge: embedding new knowledge into mental models –Skills Communications Listening and observing Mentoring and supporting colleagues Taking a wholistic perspective Coping with challenge and uncertainty Skills and Motivation: to learn and adapt Adapted from Frago and Skyrme, 1995 : The Learning Organisation Characteristics of Learning Organisations

8. Designing training and Development Programmes Training:Imparting job specific knowledge skills and abilities Education:General learning in specific subject area in a structured manner Development: Learning opportunities designed to help employees grow by acquiring knowledge and attitudes (management principles, human relations, industry analysis etc)

9. Knowledge Knowledge is defined variously as (i)expertise, and skills acquired by a person through experience or education; the theoretical or practical understanding of a subject, (ii)what is known in a particular field or in total; facts and information or (iii)awareness or familiarity gained by experience of a fact or situation.

10. Learning Change in behaviour (Watson J, 1900?) Knowing that and knowing how (Ryle, 1949) Process of behaviour change through experience (Maples and Webster 1980) Gaining knowledge or ability through experience –Task conscious or acquisition learning and/or –Learning conscious or formalised learning Life-long learning –Learning continually throughout life if we are to make informed choices about our lives and the societies we live in (Field, J. 2000)

11. Knowledge Management “a discipline that promotes an integrated approach to identifying, managing and sharing all of an enterprises information assets. The information assets may include database, documents, policies and procedures as well as previously unarticulated expertise and experiences resident in individual workers” (Gartner Group Inc, 1996) Knowledge management is the explicit and systematic management of vital knowledge and its associated processes of creating, gathering, diffusion, use and exploitation. It requires turning personal knowledge into corporate knowledge that can widely be shared throughout organisation and appropriately applied” (Skyrme, D 1997)

12. KM Applications A movement towards explicit knowledge from tacit knowledge Applications –Knowledge databases & repositories(explicit Knowledge) –Knowledge route-maps and directories (tacit and explicit): pointing to people, documents collections and data-sets, e.g yelow pages, competency profiles, research interests –Knowledge net-works and discussions (tacit Kowledge): face to face contacts, electronic interaction, chat facilities, talk rooms, learning groups

13. OL, LO AND KM LINK HR practices enhance organisational performance by promoting inimitable attributes in human resources These attributes are end products of KM and OL processes OL constitutes infrastructure of organisational knowledge base creation KM constitutes needed strategies to maintain and leverage it These processes lead to knowledge based assets which develop OC that could drive a company to superior sustainable performance Theriou and Chatzoglou- 2008

14. KM and Public Service 69% of public sector organisations in developing countries are examining the need Recognised as central to info sharing and access Key barriers include lack of time and understanding Goals indicated are sharing of knowledge, access to knowledge and expertise and retaining knowledge in-house IT service, Corporate Planning Group, CFT’s and CEO’s office taking the lead Capturing lessons learnt, best practices, document/content manager system and enterprise portal are chief types of KM activities KM techniques include sharing forums, organisational learning programs, after action review and knowledge mapping KM technologies include document mapping system, online discussion forum, search engine and learning management system –Yuen Y, 2003, Overview of KM in public sector