The Organizational Learning Cycle: How We Can Learn CollectivelyRoutledge, 2017 M07 5 - 264 pages The Organizational Learning Cycle was the first book to provide the theory that underpins organizational learning. Its sophisticated approach enabled readers to not only understand how, but more importantly why, organizations are able to learn. This new edition takes the original concepts and theories and shows how they might, and are, being put into action. With five new or completely revised chapters, Nancy Dixon describes the kind of infrastructure organizations need to put in place; there are examples of knowledge databases, whole systems in the room processes and after-action reviews originating from organizations that are making real progress with these ideas. A clearer relationship between organizational learning and more participative forms of organizational governance is drawn, along with responsibilities that employees need to take on to enable, and partake in, collective learning. With new case material from BP, the US Army, Ernst and Young, and the Bank of Montreal, for example, this book shows how you can make use of the collective reasoning, intelligence and knowledge of the organization and channel it into its ongoing and future development. |
From inside the book
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Page 1905
... Facilitating factors Changes in organizational knowledge New or altered organizational action Organizational outcomes Using measurement for learning 8 Developing managers for organizational learning Situating learning in real work ...
... Facilitating factors Changes in organizational knowledge New or altered organizational action Organizational outcomes Using measurement for learning 8 Developing managers for organizational learning Situating learning in real work ...
Page 1908
... Quadrant 4 of the infrastructure 7.1 Causal relationships assumed in measuring organizational learning 10.1 Organizational assumptions that facilitate organizational learning Preface In writing this book , I have drawn heavily.
... Quadrant 4 of the infrastructure 7.1 Causal relationships assumed in measuring organizational learning 10.1 Organizational assumptions that facilitate organizational learning Preface In writing this book , I have drawn heavily.
Page 1919
... needed to make the theory of organizational learning a reality in organizations. This chapter pulls in concepts from knowledge management and gives examples of technological and face-to-face processes that facilitate the growth.
... needed to make the theory of organizational learning a reality in organizations. This chapter pulls in concepts from knowledge management and gives examples of technological and face-to-face processes that facilitate the growth.
Page 1920
... facilitate the growth and sharing of knowledge within an organization. Chapter 7 is about the use of measurement in organizations. Here I advocate that although measurement can be of little help in proving that organizational learning ...
... facilitate the growth and sharing of knowledge within an organization. Chapter 7 is about the use of measurement in organizations. Here I advocate that although measurement can be of little help in proving that organizational learning ...
Page 1929
... group and system levels to facilitate organizational learning, most organizations are inefficient learners and much that could be learned is lost or missed. In common usage the term ' learning ' has two Defining organizational learning.
... group and system levels to facilitate organizational learning, most organizations are inefficient learners and much that could be learned is lost or missed. In common usage the term ' learning ' has two Defining organizational learning.
Other editions - View all
The Organizational Learning Cycle: How We Can Learn Collectively Nancy M. Dixon Limited preview - 2017 |
The Organizational Learning Cycle: How We Can Learn Collectively Nancy M. Dixon Limited preview - 1999 |
Common terms and phrases
able Action Learning activity answers Appreciative Inquiry Argyris assumptions behaviour causal relationship cent challenge Chaparral Steel Chapter cognitive map collective interpretation collective learning collective meaning structures constructed create critical cross-functional teams culture customers database decision designed employees environment example existing meaning structures experience facilitate Figure function goal hallways human ideas identified implement improve individual learning inferences infrastructure to support integrated interaction involved issues Johnsonville Foods knowledge long-term memory management development programmes measures meetings occur Open Space Technology organization organization’s organizational context organizational dialogue organizational learning cycle organizational members outcomes participants performance perspective problems processing space quadrant Revans role sense shared Sharon’s smallpox Stayer step strategy suggested support system-level dialogue Syntegrity tacit meaning structures talk task Team Syntegrity term theory understanding units vaccination World Health Organization