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
... role for experts Spaced rather than compressed time frames Learning in community rather than individually No guarantees Illustrations of management development programmes The 9 responsibilities of members in an organization that is.
... role for experts Spaced rather than compressed time frames Learning in community rather than individually No guarantees Illustrations of management development programmes The 9 responsibilities of members in an organization that is.
Page 1906
... responsibilities that offer a new way of thinking Sharing in the responsibility for the governance of the organization Preparing organizational members for their responsibilities 10 Defining a culture that supports learning The nature ...
... responsibilities that offer a new way of thinking Sharing in the responsibility for the governance of the organization Preparing organizational members for their responsibilities 10 Defining a culture that supports learning The nature ...
Page 1915
... responsibility of the corporation " from its present status , where it is often a kind of public relations whipped cream decorating the corporate pudding , to constitutive structural element in the corporation itself ' ( p . 290 ) ...
... responsibility of the corporation " from its present status , where it is often a kind of public relations whipped cream decorating the corporate pudding , to constitutive structural element in the corporation itself ' ( p . 290 ) ...
Page 1916
... responsibility , but so does each and every organizational member who colludes through silence or through the acceptance of their own powerlessness . The resolution of these difficulties we have created is also a joint responsibility ...
... responsibility , but so does each and every organizational member who colludes through silence or through the acceptance of their own powerlessness . The resolution of these difficulties we have created is also a joint responsibility ...
Page 1917
... responsibility of self - governance , while it may be accurate , does not relieve them or us of the responsibility tolearn , that is to ' make sense of our world and to act responsibly upon the understanding we derive from that sense ...
... responsibility of self - governance , while it may be accurate , does not relieve them or us of the responsibility tolearn , that is to ' make sense of our world and to act responsibly upon the understanding we derive from that sense ...
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