Chapter 5 Learning and Creativity 5 1 Learning

Chapter 5 Learning and Creativity 5 -1

Learning in Organizations § What? – Learning takes place as a result of practice or through experience – With learning comes change – Change must be relatively permanent 5 -2

Learning § Types – Operant Conditioning – Behavior Modification – Social Learning – Learning on your own – Learning by doing – Continuous learning through creativity – The learning organization 5 -3

Learning § Operant Conditioning: Behavior is a function of its consequence – Reinforcement • Encourage desired behavior • Discourage undesired behavior 5 -4

Learning § Reinforcement – Encourage desired behavior • Positive • Negative – Discourage undesired behavior • Punishment • Extinction 5 -5

Figure 5. 1 Operant Conditioning Insert Figure 5. 1 here 5 -6

Learning Desired Behaviors Positive Reinforcement 5 -7 Negative Reinforcement

Positive Reinforcement § Potential positive reinforcers – Pay – Bonuses – Promotions – Job titles – Verbal praise – Awards 5 -8

Negative Reinforcement § Increases the probability that a desired behavior will occur by removing a negative consequence when an employee performs the behavior 5 -9

Reinforcement Schedules § Schedules: Intermittent or continuous – Fixed- Ratio (Quantity) or Interval (Time period) – Variable- Ratio or Interval 5 -10

Learning Complicated Behaviors § Shaping – Reinforcement of successive and closer approximations to a desired behavior – Gradual acquisition of skills 5 -11

Discouraging Undesired Behaviors Extinction 5 -12 Punishment

Negative Reinforcement vs. Punishment § Punishment involves administering a negative consequence when an undesired behavior occurs § Negative reinforcement entails removing a negative consequence when a desired behavior occurs 5 -13

Negative Reinforcement vs. Punishment § Punishment reduces the probability of an undesired behavior § Negative reinforcement increases the probability of a desired behavior 5 -14

Organizational Behavior Modification § The systematic application of the principles of operant conditioning for teaching and managing organizational behaviors 5 -15

Figure 5. 2 Steps in OB Mod Identify important organizational behavior Measure the frequency of the behavior Analyze antecedents and consequences Intervene Evaluate for performance improvement Problem solved? 5 -16 No Yes Maintain

Figure 5. 3 Social Cognitive Theory Information Learner Vicarious Learning Control Self-Efficacy 5 -17 Behavior

Vicarious Learning § Learner learns a behavior by watching the model perform the behavior § Examples – Role playing – Demonstrations – Training films – Shadowing 5 -18

Conditions Required for Vicarious Learning § Learner observes the model when the model is performing the behavior § Learner accurately perceives model’s behavior § Learner must remember the behavior 5 -19

Conditions Required for Vicarious Learning § Learner must have the skills and abilities to perform the behavior § Learner must see that the model receives reinforcement for the behavior in question 5 -20

Figure 5. 3 Social Cognitive Theory Information Learner Vicarious Learning Control Self-Efficacy 5 -21 Behavior

Conditions Indicating Use of Self-Control § Low-probability behavior § Available self-reinforcers § Goals determine self-reinforcement schedule § Reinforcement occurs upon goal achievement 5 -22

Self-Efficacy § What? – Belief about ability to perform a behavior successfully § Self-esteem? § Affects learning via – Activities and goals – Effort – Persistence 5 -23

Sources of Self-Efficacy § Past performance § Vicarious experience § Verbal persuasion § Individuals’ readings of their internal physiological states 5 -24

Learning By Doing § Experiential Learning § Direct involvement in subject matter – Hands-on training 5 -25

Chapter 5 Learning and Creativity 5 -26

Figure 5. 4 The Creative Process Recognition of a problem or opportunity 5 -27 Information gathering Production of creative ideas Selection of creative ideas Implementation of creative ideas

Figure 5. 5 Determinants of Creativity 5 -28

The Learning Organizational Learning Knowledge Management 5 -29

Central Activities in a Learning Organization § Personal mastery or high self-efficacy § Complex schemas to understand work activities § Learning in groups and teams § Shared vision for organization § Systematic thinking 5 -30

Opening Case: Continuous Learning at Seagate Technologies § Why is continuous learning a necessity in today’s business environment? § Seagate Technologies § Learning from multiple sources 5 -31