Chapter Fourteen The Learning Organization and Knowledge Management

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Chapter Fourteen The Learning Organization and Knowledge Management Copyright © 2007 by Nelson, a

Chapter Fourteen The Learning Organization and Knowledge Management Copyright © 2007 by Nelson, a division of Thomson Canada Limited

Objectives After reading and studying this chapter, you should be able to: 1. 2.

Objectives After reading and studying this chapter, you should be able to: 1. 2. 3. Describe the 4 I framework of a learning organization. Identify the building blocks, or key characteristics, of a learning organization. Recognize organizational conditions favouring knowledge management. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 2

Objectives (cont. ) 4. 5. Pinpoint strategies and techniques for knowledge management. Specify methods

Objectives (cont. ) 4. 5. Pinpoint strategies and techniques for knowledge management. Specify methods for sharing information within an organization. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 3

The Learning Organization n An organization that is skilled at creating, acquiring, and transferring

The Learning Organization n An organization that is skilled at creating, acquiring, and transferring knowledge, and at modifying behaviour to reflect new knowledge and insights. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 4

Some Signs of a Learning Organization n n Mistakes treated as valuable learning experiences,

Some Signs of a Learning Organization n n Mistakes treated as valuable learning experiences, not repeated Useful ideas garnered from customers & employees Many employees are aware of firm’s vision & believe in it Opportunities for employees to get together & share information Copyright © 2007 by Nelson, a division of Thomson Canada Limited 5

The 4 I Framework of Organizational Learning n n How a firm makes systematic

The 4 I Framework of Organizational Learning n n How a firm makes systematic use of information, converting an individual’s insight into organizational practice through the interaction with others Assumes open system; organizational learning encompasses entire enterprise Copyright © 2007 by Nelson, a division of Thomson Canada Limited 6

The 4 I Framework of Organizational Learning n Four processes: Intuiting (individual level) –

The 4 I Framework of Organizational Learning n Four processes: Intuiting (individual level) – preconscious recognition of pattern or opportunity n Interpreting (individual level) – explaining insight to self & others n Integrating (group level) – discussion, joint action n Institutionalization (organizational level) – routinized actions n Copyright © 2007 by Nelson, a division of Thomson Canada Limited 7

Building Blocks of A Learning Organization n n n n Double-loop learning Action learning

Building Blocks of A Learning Organization n n n n Double-loop learning Action learning Systems thinking Shared vision The challenging of mental models Team learning Personal mastery of the job High impact learning n n n Translation of new knowledge into new ways of behaving Systematic investigation and problem solving Experimentation Learning from other organizations Healthy disrespect for the status quo Copyright © 2007 by Nelson, a division of Thomson Canada Limited 8

Building Blocks of A Learning Organization n Double-Loop Learning n n occurs when person

Building Blocks of A Learning Organization n Double-Loop Learning n n occurs when person uses feedback to confront the validity of the goal, the values implicit in the situation, the basic premise Action Learning n working in teams on real problems to acquire skills that are reusable at later stages n L = P + Q (learning is comprised of programmed knowledge plus questioning skills) Copyright © 2007 by Nelson, a division of Thomson Canada Limited 9

Building Blocks of A Learning Organization n Systems thinking n n Developing a point

Building Blocks of A Learning Organization n Systems thinking n n Developing a point of view of the organization as a system that affects and is affected by the external environment, and whose parts affect each other Shared vision n Developing a common purpose and commitment for the organization to keep learning. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 10

Building Blocks of A Learning Organization n Challenging of Mental Models n n Overcoming

Building Blocks of A Learning Organization n Challenging of Mental Models n n Overcoming powerful assumptions and mental models that prevent people from working together can open up a world of opportunities. Team Learning n Engaging in collective problem solving by sharing information and opinions with coworkers; use group problem solving wherever possible Copyright © 2007 by Nelson, a division of Thomson Canada Limited 11

Building Blocks of A Learning Organization n Personal Mastery of the Job n n

Building Blocks of A Learning Organization n Personal Mastery of the Job n n Developing the individual expertise necessary to master the demands of the job. Translation of New Knowledge into Ways of Behaving n Applying knowledge to change behaviour Copyright © 2007 by Nelson, a division of Thomson Canada Limited 12

Building Blocks of A Learning Organization n Systematic Investigation & Problem Solving n n

Building Blocks of A Learning Organization n Systematic Investigation & Problem Solving n n Systematically gather information to make informed decision, pay attention to details Experimentation n Developing the risk-taking, entrepreneurial attitude to seek out new opportunities through experiments in improving organizational performance. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 13

Building Blocks of A Learning Organization n Learning from Other Organizations n n Studying

Building Blocks of A Learning Organization n Learning from Other Organizations n n Studying competitors & those in other businesses to acquire insights to be used as benchmarks for improving the effectiveness and efficiency of the organization Healthy Disrespect for the Status Quo n Challenging whatever exists to see if it can be improved Copyright © 2007 by Nelson, a division of Thomson Canada Limited 14

Building Blocks of A Learning Organization n High-Impact Learning n Want learning to be

Building Blocks of A Learning Organization n High-Impact Learning n Want learning to be significant n Steps to facilitate high-impact learning: n n n Build managers’ commitment to learning by incorporating learning into mission statements & other strategic documents Generate ideas with impact by using methods such as suggestion systems that promote the idea of continuously acquiring knowledge Disseminate ideas with impact throughout the organization, such as using cross-functional teams or brown-bag lunch sessions Copyright © 2007 by Nelson, a division of Thomson Canada Limited 15

Knowledge Management (KM) n A systematic approach to documenting, applying, and transferring the know-how

Knowledge Management (KM) n A systematic approach to documenting, applying, and transferring the know-how and experience of employees. n Makes effective use of intellectual capital, protects it. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 16

Knowledge management (cont. ) n Organizational conditions favoring KM Being a learning organization. n

Knowledge management (cont. ) n Organizational conditions favoring KM Being a learning organization. n Having an organizational culture that emphasizes sharing information n Providing top-management leadership for the KM effort. n Demonstrating the value of KM to encourage commitment. n Copyright © 2007 by Nelson, a division of Thomson Canada Limited 17

KM Strategies and Techniques n Hire the right people n n Create knowledge n

KM Strategies and Techniques n Hire the right people n n Create knowledge n n Employ people who are good at learning and teaching; who are intelligent, can accumulate knowledge, and are intellectually curious. Use intelligence, creativity, and innovation to create knowledge leading to new products or services Competitive knowledge management n Develop mechanisms that allow tracking of knowledge and expertise outside the firm (competitive intelligence) Copyright © 2007 by Nelson, a division of Thomson Canada Limited 18

KM Strategies and Techniques n Codification versus personalizing knowledge n Codification: n n Personalization:

KM Strategies and Techniques n Codification versus personalizing knowledge n Codification: n n Personalization: n n Companies with standardized products and services store information in way that it can be readily assessed and repeatedly used. Companies with unique products and services share information through interpersonal contacts. The choice for codification or personalization of knowledge is largely determined by the products or services the company produces. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 19

KM Strategies and Techniques (continued) n Appoint a Chief Knowledge Officer n n In

KM Strategies and Techniques (continued) n Appoint a Chief Knowledge Officer n n In charge of systematically collecting information & connecting people who need information with those who have it Duties of a Chief Knowledge Officer: n n n Arranging conferences where workers share information. Assimilating databases of company knowledge Teaching people how to learn at a deeper level Getting people to reflect on their experiences and profit from their mistakes Selling people on the idea that brainpower is the company’s true source of competitive advantage Copyright © 2007 by Nelson, a division of Thomson Canada Limited 20

KM Strategies and Techniques (continued) n Deliver knowledge just in time n n Provide

KM Strategies and Techniques (continued) n Deliver knowledge just in time n n Provide workers with specialized information that enhances the effectiveness of their work, just at the point at which they can use the information. Closing the gap between knowing and doing n n Do not allow stored knowledge to go unused, convert knowledge to action. Build a culture of action Copyright © 2007 by Nelson, a division of Thomson Canada Limited 21

Behaviours Contributing to Effective Knowledge Management n n Focusing on system performance rather than

Behaviours Contributing to Effective Knowledge Management n n Focusing on system performance rather than on narrow technical outcomes. Following systematic work and decision processes. Sharing knowledge by letting others know about your ideas. Trying new approaches. Copyright © 2007 by Nelson, a division of Thomson Canada Limited 22

Methods for Sharing Information n n In-house Yellow Pages. n Directory of skills, talents,

Methods for Sharing Information n n In-house Yellow Pages. n Directory of skills, talents, special knowledge of employees n Available internally only Intranet communication system. n n Make information available through electronic means such as on-line forums Personalized explanations of success factors. n Teachable point of view Copyright © 2007 by Nelson, a division of Thomson Canada Limited 23

Methods for Sharing Information (continued) n n Foster dialogue among organization members. Create shared

Methods for Sharing Information (continued) n n Foster dialogue among organization members. Create shared physical facilities and informal learning situations to promote information sharing. n E. g. , comfortable seating in lunchroom that encourage people to gather & chat Copyright © 2007 by Nelson, a division of Thomson Canada Limited 24