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British Army as a Learning Organisation (Types of Learning (Individual…
British Army as a Learning Organisation
Knowledge "facts, info or skills acquired through experience or education; the theoretical or practical understanding of a subject
Tacit knowledge - difficult to transfer to another person by nmeans of writing it down or verbalizing it
Explicit knowledge - can be readily articulated, codified, accessed and verbalised
Types of Learning
Individual
Auditory
Verbal
Physical
Experimental
Visual
Organisational - process of creating, retaining and transferring knowledge within an organisation
Methods
Formal - guided by formal processes within the organisation
Non-formal - guided by
ad hoc methods
Social & Knowledge networks
'Communities of practice'
Individual commanders
Influential outsiders
Military Adaptation
Exploitation of core competencies in refining and modifying existing tactics, techniques and or technologies
exploration of new capacities by developing new modes and means of operations
Military Innovation
Changes to the manner in which military formations function
Significant in scale and scope
Improves organisational effectiveness
Disadvantages
Lectures are efficient but ineffective with only 25% absorbed but collectively all info is retained
Historical examples
1914-18
Embraced 'amateur' tradition
Valued individual contributions
Lacked a strong central learning mechanism
Social connections crucial
Favoured non-formal learning methods
Introduction of 'stormtroop' tactics
Efficient harnessing new knowledge from the front - bottom up innovation
Use of formal mechanisms to spread new knowledge
Extensive use of 'training-the-trainers' method
More focused on training the institution than the individual
Invention of the tank demonstrated the importance
of 'outside' knowledge, social connections and the
use of influential individuals to implement it