Fundamentals of organizational behavior 2e by dubrin ch14

The Learning Organization and Knowledge Management Fundamentals of Organizational Behavior 2e Chapter 14... DuBrin, Fundamentals of Organizational Behavior, Second Edition.. 14–3 The Le

The Learning Organization and Knowledge Management

Fundamentals of

Organizational Behavior 2e

Chapter 14

Learning Objectives

1 Describe the 4I framework of a learning

organization.

2 Identify the building blocks, or key

characteristics, of a learning organization.

3 Recognize organizational conditions favoring

knowledge management.

4 Specify methods for sharing information within

an organization.

A J DuBrin, Fundamentals of Organizational

Behavior, Second Edition Copyright © 2002 by

South-Western

14–3

The Learning Organization

An organization that is skilled at

creating, acquiring, and transferring

knowledge, and at modifying

behavior to reflect new knowledge

and insights.

The 4I Framework of Organizational Learning

Organizational Learning

Individual Level

(Intuiting and Interpreting)

Group Level

(Integrating)

Organizational Level

(Institutionalizing)

EXHIBIT

Framework: From Institution to Institution,” Academy of Management Review, July 1999, p 525.

A J DuBrin, Fundamentals of Organizational

Behavior, Second Edition Copyright © 2002 by

South-Western

14–5

The 4I Framework

Organizational

Learning Processes

 Intuiting

 Interpreting

 Integrating

 Institutionalizing

Organizational Learning Levels

 Individual Level

 Group Level

 Organizational Level

Building Blocks of a Learning

Organization

Double-Loop Learning

 Confronting the validity of the goal or the values implicit in a situation by questioning, based on feedback, the core

premise of the situation.

Action Learning

 Acquiring skills while working in teams on real problems that are reusable at later stages in resolving the problem.

Systems Thinking

 Developing a point of view of the organization as a system

that affects and is affected by the external environment.

A J DuBrin, Fundamentals of Organizational

Behavior, Second Edition Copyright © 2002 by

South-Western

14–7

Building Blocks of a Learning

Organization

Shared Vision

 Developing a common purpose and commitment for the

organization to keep learning.

The Challenge of Mental Models

 Overcoming powerful assumptions and mental models that prevent people from working together can open up a world

of opportunities.

Team Learning

 Engaging in collective problem solving by sharing

information and opinions with coworkers.

Building Blocks of a Learning

Organization

Personal Mastery of the Job

 Developing the individual expertise necessary to master

the demands of the job.

Translation of New Knowledge into New Ways of Behaving

 Using knowledge to change behavior through learning.

Systematic Investigation and Problem Solving

 Instigating the widespread use of the scientific method to investigate and solve problems.

A J DuBrin, Fundamentals of Organizational

Behavior, Second Edition Copyright © 2002 by

South-Western

14–9

Building Blocks of a Learning

Organization

Experimentation

 Developing the risk-taking, entrepreneurial attitude to seek out new opportunities through experiments in improving

organizational performance.

Learning from Other Organizations

 Studying competitors to acquire insights to be used as

benchmarks for improving the effectiveness and efficiency

of the organization.

Healthy Disrespect for the Status Quo

 Challenging whatever exists (e.g., work processes) and

seeing if anything can be improved upon.

Building Blocks of a Learning

Organization

High Impact Learning

 Taking steps to increase significance of high impact

learning in moving the firm forward and preventing

potential problems by:

members of the organization.

approaches to acquiring knowledge.

impact throughout the organization.

A J DuBrin, Fundamentals of Organizational

Behavior, Second Edition Copyright © 2002 by

South-Western

14–11

Knowledge Management (KM)

Knowledge is managed more effectively in a

learning organization.

 Information is systematically shared to achieve goals.

 Intellectual capital is a resource for competitive advantage.

Organizational Conditions Favoring KM

 Being a learning organization.

 Having an organizational culture that emphasizes sharing

information through an incentive reward system for

contributing to the organizational knowledge base.

 Providing top-management leadership for the KM effort.

 Demonstrating the value of KM to encourage commitment.

Knowledge Management Strategies

and Techniques

Hire the Right Persons

 Employ people who are good at learning and teaching; who are intelligent, can accumulate knowledge, and are

intellectually curious.

Create Knowledge

 Use intelligence, creativity, and innovation to create new

bundles of knowledge leading to new products or services.

Competitive Knowledge Management

 Develop mechanisms that allow knowledge and expertise

(competitive intelligence) outside of the firm to be tracked.

A J DuBrin, Fundamentals of Organizational

Behavior, Second Edition Copyright © 2002 by

South-Western

14–13

Knowledge Management Strategies

and Techniques

Codification versus Personalizing Knowledge

 Codification:

information in way that it can be readily assessed and repeatedly used.

 Personalization:

information through interpersonal contacts.

 The choice for codification or personalization of knowledge

is largely determined by the products or services the

company produces.

Knowledge Management Strategies

and Techniques

Appointing a Chief Knowledge Officer

 Duties of a Chief Knowledge Officer

from their mistakes.

company’s true source of competitive advantage.

A J DuBrin, Fundamentals of Organizational

Behavior, Second Edition Copyright © 2002 by

South-Western

14–15

Knowledge Management Strategies

and Techniques

Closing the Gap between Knowing and Doing

 Do not allow stored knowledge to go unused; convert

knowledge to action.

 Build a culture of action

Methods for Sharing Information

1 Create an in-house Yellow Pages.

2 Install an intranet communication system.

3 Provide personalized explanations of success

factors.

4 Foster dialogue among

organization members.

5 Create shared physical

facilities and informal

learning situations to

promote information

sharing.