Enviar búsqueda
Cargar
Organisational learning – it takes some training
•
0 recomendaciones
•
423 vistas
Garth Holloway
Seguir
Educación
Empresariales
Denunciar
Compartir
Denunciar
Compartir
1 de 7
Descargar ahora
Descargar para leer sin conexión
Recomendados
Malicious compliance, the smiling serpent
Malicious compliance, the smiling serpent
Garth Holloway
Six foot4 change management white paper
Six foot4 change management white paper
Garth Holloway
Saving the team
Saving the team
Garth Holloway
Business process improvement
Business process improvement
Garth Holloway
Sixfoot4 bpi and performance management white paper
Sixfoot4 bpi and performance management white paper
Garth Holloway
Perception it’s not what you think
Perception it’s not what you think
Garth Holloway
Policy and rules similar but different
Policy and rules similar but different
Garth Holloway
E50 2012 ght presentation v3.3 sep
E50 2012 ght presentation v3.3 sep
Cadence Tan
Recomendados
Malicious compliance, the smiling serpent
Malicious compliance, the smiling serpent
Garth Holloway
Six foot4 change management white paper
Six foot4 change management white paper
Garth Holloway
Saving the team
Saving the team
Garth Holloway
Business process improvement
Business process improvement
Garth Holloway
Sixfoot4 bpi and performance management white paper
Sixfoot4 bpi and performance management white paper
Garth Holloway
Perception it’s not what you think
Perception it’s not what you think
Garth Holloway
Policy and rules similar but different
Policy and rules similar but different
Garth Holloway
E50 2012 ght presentation v3.3 sep
E50 2012 ght presentation v3.3 sep
Cadence Tan
Draw the picture
Draw the picture
Garth Holloway
Understanding business requirements
Understanding business requirements
Garth Holloway
The risk of risk management
The risk of risk management
Garth Holloway
Driving change a methodology
Driving change a methodology
Garth Holloway
Its only kinky the first time
Its only kinky the first time
Garth Holloway
Sixfoot4 business architecture
Sixfoot4 business architecture
Garth Holloway
Decision making and judgment support
Decision making and judgment support
Garth Holloway
Rapport d'info karachi tome I
Rapport d'info karachi tome I
Le Point
Stakeholder management
Stakeholder management
Garth Holloway
Developing a business strategy
Developing a business strategy
Garth Holloway
Surveys and diagnostics
Surveys and diagnostics
Garth Holloway
Business outcome management
Business outcome management
Garth Holloway
Swatting the SWOT
Swatting the SWOT
Garth Holloway
Why entrepreneurs need to bath
Why entrepreneurs need to bath
Garth Holloway
Why change needs politically incorrect managers
Why change needs politically incorrect managers
Garth Holloway
Managing risk, a trigger for change
Managing risk, a trigger for change
Garth Holloway
Getting the measure of KPIs
Getting the measure of KPIs
Garth Holloway
Show me the money
Show me the money
Garth Holloway
Sixfoot4 KPI's SLA's white paper
Sixfoot4 KPI's SLA's white paper
Garth Holloway
Sixfoot4 Shareholder wealth white paper
Sixfoot4 Shareholder wealth white paper
Garth Holloway
Sixfoot4 culture white paper
Sixfoot4 culture white paper
Garth Holloway
Six foot4 organisational governance white paper
Six foot4 organisational governance white paper
Garth Holloway
Más contenido relacionado
Destacado
Draw the picture
Draw the picture
Garth Holloway
Understanding business requirements
Understanding business requirements
Garth Holloway
The risk of risk management
The risk of risk management
Garth Holloway
Driving change a methodology
Driving change a methodology
Garth Holloway
Its only kinky the first time
Its only kinky the first time
Garth Holloway
Sixfoot4 business architecture
Sixfoot4 business architecture
Garth Holloway
Decision making and judgment support
Decision making and judgment support
Garth Holloway
Rapport d'info karachi tome I
Rapport d'info karachi tome I
Le Point
Destacado
(8)
Draw the picture
Draw the picture
Understanding business requirements
Understanding business requirements
The risk of risk management
The risk of risk management
Driving change a methodology
Driving change a methodology
Its only kinky the first time
Its only kinky the first time
Sixfoot4 business architecture
Sixfoot4 business architecture
Decision making and judgment support
Decision making and judgment support
Rapport d'info karachi tome I
Rapport d'info karachi tome I
Más de Garth Holloway
Stakeholder management
Stakeholder management
Garth Holloway
Developing a business strategy
Developing a business strategy
Garth Holloway
Surveys and diagnostics
Surveys and diagnostics
Garth Holloway
Business outcome management
Business outcome management
Garth Holloway
Swatting the SWOT
Swatting the SWOT
Garth Holloway
Why entrepreneurs need to bath
Why entrepreneurs need to bath
Garth Holloway
Why change needs politically incorrect managers
Why change needs politically incorrect managers
Garth Holloway
Managing risk, a trigger for change
Managing risk, a trigger for change
Garth Holloway
Getting the measure of KPIs
Getting the measure of KPIs
Garth Holloway
Show me the money
Show me the money
Garth Holloway
Sixfoot4 KPI's SLA's white paper
Sixfoot4 KPI's SLA's white paper
Garth Holloway
Sixfoot4 Shareholder wealth white paper
Sixfoot4 Shareholder wealth white paper
Garth Holloway
Sixfoot4 culture white paper
Sixfoot4 culture white paper
Garth Holloway
Six foot4 organisational governance white paper
Six foot4 organisational governance white paper
Garth Holloway
Sixfoot4 information management white paper
Sixfoot4 information management white paper
Garth Holloway
Más de Garth Holloway
(15)
Stakeholder management
Stakeholder management
Developing a business strategy
Developing a business strategy
Surveys and diagnostics
Surveys and diagnostics
Business outcome management
Business outcome management
Swatting the SWOT
Swatting the SWOT
Why entrepreneurs need to bath
Why entrepreneurs need to bath
Why change needs politically incorrect managers
Why change needs politically incorrect managers
Managing risk, a trigger for change
Managing risk, a trigger for change
Getting the measure of KPIs
Getting the measure of KPIs
Show me the money
Show me the money
Sixfoot4 KPI's SLA's white paper
Sixfoot4 KPI's SLA's white paper
Sixfoot4 Shareholder wealth white paper
Sixfoot4 Shareholder wealth white paper
Sixfoot4 culture white paper
Sixfoot4 culture white paper
Six foot4 organisational governance white paper
Six foot4 organisational governance white paper
Sixfoot4 information management white paper
Sixfoot4 information management white paper
Último
Jamworks pilot and AI at Jisc (20/03/2024)
Jamworks pilot and AI at Jisc (20/03/2024)
Jisc
Unit 3 Emotional Intelligence and Spiritual Intelligence.pdf
Unit 3 Emotional Intelligence and Spiritual Intelligence.pdf
Dr Vijay Vishwakarma
FSB Advising Checklist - Orientation 2024
FSB Advising Checklist - Orientation 2024
Elizabeth Walsh
80 ĐỀ THI THỬ TUYỂN SINH TIẾNG ANH VÀO 10 SỞ GD – ĐT THÀNH PHỐ HỒ CHÍ MINH NĂ...
80 ĐỀ THI THỬ TUYỂN SINH TIẾNG ANH VÀO 10 SỞ GD – ĐT THÀNH PHỐ HỒ CHÍ MINH NĂ...
Nguyen Thanh Tu Collection
Plant propagation: Sexual and Asexual propapagation.pptx
Plant propagation: Sexual and Asexual propapagation.pptx
UmeshTimilsina1
Fostering Friendships - Enhancing Social Bonds in the Classroom
Fostering Friendships - Enhancing Social Bonds in the Classroom
Pooky Knightsmith
How to Create and Manage Wizard in Odoo 17
How to Create and Manage Wizard in Odoo 17
Celine George
REMIFENTANIL: An Ultra short acting opioid.pptx
REMIFENTANIL: An Ultra short acting opioid.pptx
Dr. Ravikiran H M Gowda
Mehran University Newsletter Vol-X, Issue-I, 2024
Mehran University Newsletter Vol-X, Issue-I, 2024
Mehran University of Engineering & Technology, Jamshoro
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
Amil baba
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
pradhanghanshyam7136
Interdisciplinary_Insights_Data_Collection_Methods.pptx
Interdisciplinary_Insights_Data_Collection_Methods.pptx
Pooja Bhuva
Graduate Outcomes Presentation Slides - English
Graduate Outcomes Presentation Slides - English
neillewis46
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
Nguyen Thanh Tu Collection
Application orientated numerical on hev.ppt
Application orientated numerical on hev.ppt
RamjanShidvankar
How to Add New Custom Addons Path in Odoo 17
How to Add New Custom Addons Path in Odoo 17
Celine George
ICT role in 21st century education and it's challenges.
ICT role in 21st century education and it's challenges.
MaryamAhmad92
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
marlenawright1
Exploring_the_Narrative_Style_of_Amitav_Ghoshs_Gun_Island.pptx
Exploring_the_Narrative_Style_of_Amitav_Ghoshs_Gun_Island.pptx
Pooja Bhuva
How to setup Pycharm environment for Odoo 17.pptx
How to setup Pycharm environment for Odoo 17.pptx
Celine George
Último
(20)
Jamworks pilot and AI at Jisc (20/03/2024)
Jamworks pilot and AI at Jisc (20/03/2024)
Unit 3 Emotional Intelligence and Spiritual Intelligence.pdf
Unit 3 Emotional Intelligence and Spiritual Intelligence.pdf
FSB Advising Checklist - Orientation 2024
FSB Advising Checklist - Orientation 2024
80 ĐỀ THI THỬ TUYỂN SINH TIẾNG ANH VÀO 10 SỞ GD – ĐT THÀNH PHỐ HỒ CHÍ MINH NĂ...
80 ĐỀ THI THỬ TUYỂN SINH TIẾNG ANH VÀO 10 SỞ GD – ĐT THÀNH PHỐ HỒ CHÍ MINH NĂ...
Plant propagation: Sexual and Asexual propapagation.pptx
Plant propagation: Sexual and Asexual propapagation.pptx
Fostering Friendships - Enhancing Social Bonds in the Classroom
Fostering Friendships - Enhancing Social Bonds in the Classroom
How to Create and Manage Wizard in Odoo 17
How to Create and Manage Wizard in Odoo 17
REMIFENTANIL: An Ultra short acting opioid.pptx
REMIFENTANIL: An Ultra short acting opioid.pptx
Mehran University Newsletter Vol-X, Issue-I, 2024
Mehran University Newsletter Vol-X, Issue-I, 2024
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
NO1 Top Black Magic Specialist In Lahore Black magic In Pakistan Kala Ilam Ex...
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Kodo Millet PPT made by Ghanshyam bairwa college of Agriculture kumher bhara...
Interdisciplinary_Insights_Data_Collection_Methods.pptx
Interdisciplinary_Insights_Data_Collection_Methods.pptx
Graduate Outcomes Presentation Slides - English
Graduate Outcomes Presentation Slides - English
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
Application orientated numerical on hev.ppt
Application orientated numerical on hev.ppt
How to Add New Custom Addons Path in Odoo 17
How to Add New Custom Addons Path in Odoo 17
ICT role in 21st century education and it's challenges.
ICT role in 21st century education and it's challenges.
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
HMCS Vancouver Pre-Deployment Brief - May 2024 (Web Version).pptx
Exploring_the_Narrative_Style_of_Amitav_Ghoshs_Gun_Island.pptx
Exploring_the_Narrative_Style_of_Amitav_Ghoshs_Gun_Island.pptx
How to setup Pycharm environment for Odoo 17.pptx
How to setup Pycharm environment for Odoo 17.pptx
Organisational learning – it takes some training
1.
White Paper #23 Organisational learning – It takes some training. October 2013 By: Garth Holloway Managing Director Sixfootfour Tel: +61 (0)2 9451 0707 garthh@sixfoot4.com www.sixfoot4.com.au
2.
A factory owner was battling with productivity. He called in blue chip advisors to address the problem. They could not help. He called in specialist niche firms. They could not help. In desperation he called in a contractor he had been referred too. The contractor walked around the factory for ten minutes. He stopped at a machine and turned a screw one half turn. Productivity soared immediately. The delighted factory owner requested the invoice. It said, ‘Fee for addressing productivity issues’ ‐ $20,000. The factory owner was astounded; $20,000 for 10 minutes work? He asked for an itemised invoice. It said; Fee for turning screw ‐ $5. Fee for knowing which screw to turn ‐ $19,995. It’s an old story, but one I appreciate. It illustrates the difference between training and knowledge. Individuals attend training and education sessions to develop their skills and knowledge. This raises the questions; 1) can individually ‘owned’ skill and knowledge be transferred to the organisation and 2) can organisations learn in their own right. I believe the answer to both these questions is yes, but the inputs and variables for organisational learning are different to those for individuals. Broadly speaking, (within the work context), individual learning has three inputs. Employee development is the partner event to the performance appraisal. Typically an employee's performance is appraised annually and a development program is constructed to address weaknesses identified through the review. It is common that the development program is reviewed and refined quarterly while the performance review is held annually.
3.
The intent of the development program is to build the skills of the individual. These can technical, managerial, or soft skills. Succession management is closely related to the employee development program but the time horizon can be out 5 years and succession management will consider and include additional organisational factors. An important distinction is that organisations can have an employee development program without having a formal succession management plan, but not vice versa. For the purposes of this article, Personal development includes all other implicit or explicit learning an individual receives that makes them a better employee at work. These three variables focus on the individual and collectively deliver very talented individual ‐ who could leave the company at any time. To minimise this risk, companies pour considerable sums of money into technology under the banner of ‘knowledge management’. I support this approach but consider this knowledge capture, not organisational learning. Knowledge management in the form of technology and documentation will not be addressed in this document. Organisational learning is the transfer of knowledge from the individual to the group through social interaction. You can transfer knowledge to a group, but you cannot transfer skills. Skills can only be transferred between individuals. The most fundamental principle of organisational learning is that an organisation can only learn if it wants to. When this is the case, an organisation will create time to learn. Creating time requires an organisation to stop ‘doing things’ and start spending time to explicitly understand what and why they are doing what they do. A key attribute of organisations is that they don’t exist and this is particularly relevant when it comes to organisational learning. I say organisations don’t exist as ‘organisation’ is a collective noun for a group of individuals working together for a common purpose. As a collective, organisations can only learn through social interactions of which there are two primary types: 1. Projects 2. Business as usual. Projects are the traditional environment for organisational learning. Projects are where individuals’ come together to combine their individual learning to deliver an outcome that an individual could not easily deliver on their own. The project environment is by its nature a social environment.
4.
The project environment stimulates conversation and the sharing of ideas. It establishes a virtual bank of knowledge that represents the sum of all inputs. At the start of the project each member should present and teach the other team members as to how they will approach their responsibilities on the project. Then through the course of the project, each member should lead a discussion on lessons learnt to date. What has worked and what hasn't as compared to their original presentation. The principle is that you are always learning and while these lessons are fresh in your mind, you formally share them with team. These discussions do not need to be long, but they should be formal and frequent. The audience can be restricted to the immediate group of business and project stakeholders. This approach requires some additional project time. The project budget (time and cost) should allow for these sessions and the sponsor should accept the project will be delivered a week or two later than if you did not include these knowledge sharing activities. If projects do not allow formal time for learning and the socialisation of the lessons, then the dissemination of knowledge is reduced to osmosis. Business as usual differs from projects in that the social interactions are not readily recognised as organisational learning opportunities. The primary enabler for organisational learning in the business as usual environment is the organisational approach to governance. Effective governance is characterised by structured committees and the active management of variance.
5.
Committees are a group of individuals meeting to discuss agenda items. Within these meetings, time should be allowed to formally reflect on lessons learnt by the committee over the last period. Depending on the committee, this reflection could happen only twice a year. Variance management is one of the most important social interactions for organisational learning and its importance increases with seniority in the company. At the senior levels, business objectives can only be achieved through teamwork and variance to plan is a team responsibility. As you move lower down the organisation variances can be attributed to individual managers or team leaders. Notwithstanding, a variance is an opportunity to explicitly consider what went wrong and what needs to change. If these conversations are seen as a learning opportunity then organisational learning is promoted. The exchange of 'lessons learnt' between the two social contexts becomes a knowledge multiplier.
6.
At the completion of the project ‘lessons learnt’ should be collated and formally presented to the wider stakeholder community. This will transfer knowledge to the widest group possible and help avoid a repeat of issues on the next project. Equally, ‘business as usual’ should formally present to project teams on their experience of the project and their experience on the business impact of the project. The organisational learning environment is complete when the organisation formally recognises each component and maximises the value in the interaction between them. I am not suggesting that organisations learn randomly. The learning curriculum for an organisation is defined by its business strategy and the organisational capabilities required to deliver the strategy. Organisational capability is created by teams of people working together – the whole is greater than the sum of the parts.
7.
This hierarchy has a foundation on the knowledge and skills of individuals. I close with a repetition of the most important aspect of organisation learning – organisations have to want to learn. If they do, then the above social events are the time to do it as they provide a consistent and enduring environment for active learning.
Descargar ahora