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 56
Page 1907
... term memory 2.6 Revised map of Sharon's long-term memory 2.7 Relationship between knowledge and action 2.8 Kolb's experiential learning cycle 3.1 Three types of meaning structure 3.2 Organizational meaning structures 3.3 Development of ...
... term memory 2.6 Revised map of Sharon's long-term memory 2.7 Relationship between knowledge and action 2.8 Kolb's experiential learning cycle 3.1 Three types of meaning structure 3.2 Organizational meaning structures 3.3 Development of ...
Page 1912
... term development is familiar from its use in 'management development' and 'employee development' programmes which strive to develop skills and competencies that are useful in carrying out the organization's strategy. I am, however ...
... term development is familiar from its use in 'management development' and 'employee development' programmes which strive to develop skills and competencies that are useful in carrying out the organization's strategy. I am, however ...
Page 1914
... system includes the community, nation and environment. Bellah et al. (1985) note that initially the term corporation implied an organization to whom the government granted to a special status because it clearly served the public.
... system includes the community, nation and environment. Bellah et al. (1985) note that initially the term corporation implied an organization to whom the government granted to a special status because it clearly served the public.
Page 1916
... term in this book , goes beyond the acquisition of existing knowledge . It is an approach to human functioning that emphasizes the intention to ' make sense of our world and to act responsibly upon the understanding we derive from that ...
... term in this book , goes beyond the acquisition of existing knowledge . It is an approach to human functioning that emphasizes the intention to ' make sense of our world and to act responsibly upon the understanding we derive from that ...
Page 1920
... of organizational learning drawn from the literature. I note the main similarities and differences across the definitions. Appendix B is a glossary of terms, most of them introduced in Chapters 2 and 3. I started writing this.
... of organizational learning drawn from the literature. I note the main similarities and differences across the definitions. Appendix B is a glossary of terms, most of them introduced in Chapters 2 and 3. I started writing this.
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