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
Results 1-5 of 15
Page 1940
... tacit and explicit Existing meaning structures , Tacitly generated response Working memory Long - term memory AA sensory impressions . It is out of this interpretation that. Figure 2.1 Development individuals Meaning structures of meaning ...
... tacit and explicit Existing meaning structures , Tacitly generated response Working memory Long - term memory AA sensory impressions . It is out of this interpretation that. Figure 2.1 Development individuals Meaning structures of meaning ...
Page 1942
... meaning structures both intentionally and unintentionally. Meaning ... tacit comprehension'. Although the latter is more frequent, the former is ... Meaning structures that we have developed in the past are retrieved and are related to ...
... meaning structures both intentionally and unintentionally. Meaning ... tacit comprehension'. Although the latter is more frequent, the former is ... Meaning structures that we have developed in the past are retrieved and are related to ...
Page 1943
... structures each time we retrieve them to relate them to new data. I use the term 'metaphorical' because researchers do not postulate a literal space where either ... tacit and explicit. The more ways a meaning structure is tied ( i.e..
... structures each time we retrieve them to relate them to new data. I use the term 'metaphorical' because researchers do not postulate a literal space where either ... tacit and explicit. The more ways a meaning structure is tied ( i.e..
Page 1949
... tacit comprehension. Our meaning structures take many forms including visual and auditory images, rules, concepts, beliefs about people and ourselves, attitudes and values, motor skills, inferences, and rules for thinking. Meaning ...
... tacit comprehension. Our meaning structures take many forms including visual and auditory images, rules, concepts, beliefs about people and ourselves, attitudes and values, motor skills, inferences, and rules for thinking. Meaning ...
Page 1956
You have reached your viewing limit for this book.
You have reached your viewing limit for this book.
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