The Organizational Learning Cycle: How We Can Learn CollectivelyTaylor & Francis, 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. |
Contents
| 1 | |
2 A theoretical framework of individual learning | 13 |
3 The hallways of learning | 43 |
4 The organizational learning cycle | 63 |
5 A theoretical framework for organizational learning | 93 |
6 Infrastructure for organizational learning | 125 |
7 Measuring organizational learning | 155 |
8 Developing managers for organizational learning | 167 |
9 The responsibilities of members in an organization that is learning | 183 |
10 Defining a culture that supports learning | 199 |
11 Organizational learning and beyond | 217 |
Definitions of organizational learning | 227 |
Glossary | 231 |
Index | 235 |
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 activity answers Appreciative Inquiry Argyris assumptions ational learning ational members behaviour bifurcated needle causal relationship cent challenge Chaparral Steel Chapter cognitive map collective interpretation collective learning constructed create critical cross-functional teams culture customers database decision designed employees environment example experience facilitate Figure function goal hallways human ideas identified implement improve indi individual learning inferences integrated interaction involved issues izational jet injector Johnsonville Foods knowledge long-term memory management development programmes measures meetings ment occur organization organization's organizational learning cycle organizational members outcomes participants performance perspective problems processing space quadrant Revans Rick Ross role sense shared skills smallpox Stayer step strategy Syntegrity tacit meaning structures take responsible action talk task Taylor & Francis Team Syntegrity term theory tions understanding units vaccination viduals World Health Organization