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CHAPTER 3: ORGANIZATIONAL LEARNING (Knowledge Acquisition) - Coggle…
CHAPTER 3: ORGANIZATIONAL
LEARNING (Knowledge Acquisition)
Definition
Organizations where people continually expand their
capacity to create the results they truly desire, wherenew expansive patterns of thinking are nurtured
where collective aspiration is set free and wherepeople are continually learning
CAPABILITIES AND CULTURE
OF LEARNING ORGANIZATION
5 principle of
organizational learning
System thinking
Team learning
Team learning
Team learning
Personal mastery
ORGANIZATIONAL
CULTURE
6 Area in group
culture
Social Integration
where managers learn how to integrate into a new group
Personality and learning from
previous cultures
where personality traits and style preference towards creativity
Developing defensive
approaches
individuals and groups learn how to hide the thinking behind the key ideas
Critical Incidents
individuals and groups learn how to hide the thinking behind the key ideas
Impacts of the founders
and key leaders
how the culture promoted by the founder may become inappropriate
Impact of reward
system
how financial, job, status and career aspirations are used as reward areas and how this influence culture
MANAGING CREATIVE AND LEARNING
GROUP PROCESSES TOWARD A LEARNING ORGANIZATION
8 Hallmarks of a
Mentoring Culture
Accountability
Alignment
Communication
Value and visibility
Demand
Multiple mentoring
opportunities
Education and training
Safety nets
7 Dimension of model of organizational
Intelligences by Karl Albrecht`
Strategic Vision
Shared fate
Appetite for change
Heart (spirit)
Allignment and Congruence (the
structure, systems and rules)
Knowledge deployment
Performance pressure
Key Knowledge
Performance Attributes By Davenport
Technology
Infrasturcture
Organizational
infrastructure
Balance of flexibility;
evaluation & ease of accessibility to
knowledge
Shared knowledge
Knowledge-friendly
culture
Motivated workers who
develop, share and use knowledge
Means of knowledge
transfer using various information
technology infrastructure
Senior management
commitment