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 1907
... understanding 2.5 Integration of new information into Sharon's long-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 ...
... understanding 2.5 Integration of new information into Sharon's long-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 ...
Page 1909
... understandings from organizational and cognitive psychology . I bring in ideas from the closely related topic of knowledge management . These ideas are framed within my own concept of organizational learning . There are two theorists ...
... understandings from organizational and cognitive psychology . I bring in ideas from the closely related topic of knowledge management . These ideas are framed within my own concept of organizational learning . There are two theorists ...
Page 1916
... understanding we derive from that sense - making . Understanding without action is impotence , and action without understanding is foolish . I am not suggesting that we , as individuals , can change our organizations . I have fallen on ...
... understanding we derive from that sense - making . Understanding without action is impotence , and action without understanding is foolish . I am not suggesting that we , as individuals , can change our organizations . I have fallen on ...
Page 1917
... understanding we derive from that sense- making . As a global society we have been learning , slowly and falteringly - the Berlin wall fell , the totalitarian government of the Soviet Union gave way . We are learning together that we ...
... understanding we derive from that sense- making . As a global society we have been learning , slowly and falteringly - the Berlin wall fell , the totalitarian government of the Soviet Union gave way . We are learning together that we ...
Page 1918
... understanding is the way collective learning is related to individual learning. In much of the literature they are treated as two separate phenomena, related only by analogy. This book tries to explicate that relationship. Chapter 1 ...
... understanding is the way collective learning is related to individual learning. In much of the literature they are treated as two separate phenomena, related only by analogy. This book tries to explicate that relationship. Chapter 1 ...
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