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Topic 3: Organizational Learning (Knowledge Acquisition) - Coggle Diagram
Topic 3: Organizational Learning (Knowledge Acquisition)
5 Principle of organization
Share Vision
People need to act together
Involves all the composition of the organization to accomplish the discipline practices
Experiences of a group of people working in something together
Mental Model
the employees must identify the values of the company and what the business is all about
correct understanding of who we are will enable us to visualize where to go and how to develop further
deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action
represent an individual's ability to compare new ideas with internal images of how the world works
mental images, if in contrast with new ideas, can prevent the latter from being turned into reality
Team Learning
Individuals must therefore strive to learn and live life from a creative rather then reactive perspective
Have clear personal vision of how things should be and objective recognition so that it would help the individual determine the gap between his vision and the reality, motivating him to learn in active pursuit of continuous improvement.
Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning. But without it no organizational learning occurs
we should train our mind because it can handle more complex problems quicker than what our consciousness can
System Thinking
conceptual congruence
ability to figure out & address the whole situation
the cornerstone of the learning organization
examine the interrelationship between the parts provided
discipline that recognizes the interconnection between parts that make up a whole
acknowledges that organizations are complex systems composed of many inter-related components
Personal Mastery
The discipline of continually:
is not something you possess. It is a process.
clarifying & deepening our personal vision
focusing energies
seeing reality objectively
empowering learning culture & attitude
a commitment to truth
spiritual growth
People with a high level of personal mastery are acutely aware of their ignorance, their incompetence, their growth areas
Organizational Culture
ability of an organization to learn, develop memory and share knowledge is dependent on its culture
6 Area in Group Culture
Developing defensive approaches : individuals and groups learn how to hide the thinking behind the key ideas. The paradox of wanting groups to be chaotic and confrontational while seeking cohesiveness on work approaches
Critical incidents : the use of rationalizations on historic events in order to develop best practice for the group. The danger of continuing to use outdated and inappropriate knowledge or technology
Personality and learning from previous cultures : where personality traits and style preference towards creativity and leadership influence adaptation. Seeking a working structure that is comfortable
Impacts of the founders and key leaders : how the culture promoted by the founder may become inappropriate as the environment and the enterprise itself changes
Social integration : where managers learn how to integrate into a new group and make trade-offs between maintaining personal identity and relating to the group norms
Impact of reward system : how financial, job, status and career aspirations are used as reward areas and how this influence culture
7 Dimension of Model of Organizational Intelligences by Karl Albrecht
Appetite for Change: can we face the unexpected challenges?
Represent challenge
Opportunity
Experiences
Tackle something new
Heart: do we have the spirit and energy to succeed?
Willingness to give more than expected
Leader managed to learn from employees
Shared Fate: are we all in the same boat?
Sense of common purpose
Understanding roles
culture
Alignment and Congruence: do the organization’s “rules and tools” help us succeed?
Design of the organization
Structures
Systems
Method
Processes
Policies
Rules
Reward system
Direction to organization goal
Strategic Vision: do we know where we’re going?
Concept
Organizing principle
‘Why do we exist?’
‘why should the world accept, appreciate and reward us for what we do?’
Knowledge Deployment: do we share our information, knowledge, and wisdom?
Not imposed from the top but
Self imposed by people via organization
Performance Pressure: are we serious about getting things done?
-Ability to create,
-transform,
-organize,
-share and
-apply knowledge
Key Knowledge Performance Attributes
By Davenport (1998) :
Technology infrastructure
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
Hallmarks of a Mentoring Culture
A mentoring culture continuously focuses on building the mentoring capacity, competence and capability of the organization.
8 Hallmarks of a Mentoring Culture
Value and Visibility. Leader talk about their success, best practice & encourage mentoring excellence.
Multiple Mentoring Opportunities. The culture acknowledges, supports, and enhances multiple approaches (formal and informal) and types of mentoring simultaneously.
Demand. Demand for mentoring evolves over time and is stimulated by success – demand for mentoring
Education and Training. Continuous mentoring education is strategically integrated into the organization’s training and development agenda.
Communication. A mentoring culture follows an effective strategic communication plan so that executives, managers, and co-workers understand mentoring and its strategic link to the organization.
Safety Nets. Counsel/guidelines and support are available for mentor & mentor- p n c are supported
Alignment. As the organization’s mentoring efforts become increasingly aligned, a ripple effect positively impacts related systems and processes within the organization.
Accountability. At the beginning, roles and responsibilities for all the key players (e.g., supervisors and mentoring coaches, mentors, mentees) and mentoring goals are clarified.