Learning organisation
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This document discusses knowledge management and learning organizations. It defines knowledge management as managing the process of linking data through information and knowledge to action and learning. Learning organizations continually expand their capacity to achieve desired results and foster new thinking. They are flexible, productive and adaptive. Key aspects of learning organizations include systems thinking, personal mastery, mental models, building a shared vision, and team learning. Systems thinking provides an overarching way to understand the interrelationships between parts. Personal mastery and mental models involve self-reflection and challenging assumptions. Building a shared vision creates clarity and commitment. Team learning aligns a team's abilities to create desired results.
Learning organisation
- 2. • All people have knowledge. • Some of them have wisdom. • Data and information. • Data with meaning becomes information. • Information with belief becomes the knowledge.
- 3. • Managing a process that links data, through information and knowledge, to action and that results in learning. • The output is action and the outcome of action is learning.
- 5. • According to Peter Senge; learning organizations are organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured , where collective aspiration is set free, and where people are continually learning to see the whole together.
- 6. • Should be flexible , productive and adaptive. • Discover how to tap peoples commitment and capacity. • People lack some tools and guiding ideas to understand the situation. • Requires a shift of minds of members. Adaptive learning is important more than survival learning Adaptive learning should be joined with generative learning.
- 7. Dimensions / Components • Systems thinking • Personal mastery • Mental models • Building shared vision • Team learning
- 8. Systems thinking Personal Mental mastery models Building Team shared learning vision Systems thinking
- 9. Systems thinking • Conceptual cornerstone of this approach. • It is the discipline that integrates the others fusing them into a coherent body of theory and practice. • The ability to understand and address the whole and examine the inter relationship between the parts provides, both incentives and means to integrate the disciplines
- 10. • Focuses more on parts than on group. • Fails to see organization as a dynamic process. • Looks towards the actions that produce a solution for improvements in the short time span. • The key aspect of systems is the extend to which they inevitably involve delays. • Systems viewpoint is genarally longterm.
- 11. Personal mastery • Organizations learns through individuals. • It is a discipline of continuously clarifying and deepening our personal vision, of focusing our energies, of developing patience and of seeing reality objectively. • It goes beyond skills, and competencies. • High personal mastery live in continual learning mode.
- 12. • It is a process • It is a lifelong discipline.
- 13. Mental models • Deeply ingrained assumptions generalisations, picture and even images. • The discipline of mental models starts with turning the mirror inward., and learning to unearth our internal pictures to the surface and hold them rigorously to scrutiny • helps to develop new skills and new orientations that foster the change. • It fosters openness.
- 14. Building shared vision • Holding the vision which the organization was carrying since a long before. • It’s the clear picture of the future they seek to create. • Encourages experimentation and innovation. • Long-term. • Increased clarity, enthusiasm and commitment .
- 15. Team learning. • Process of aligning and developing the capacities of a team to create the results its members truly desire. • Members will grow and good results for the organization. • Capacity of members of a team to suspend assumptions and enter into a genuine “thinking together”. • How to learn the interaction in teams.
- 16. Knowledge sources and Documentation • Can be classified as: – Structured – Unstructured Structured – Knowledge from structured data and information sources like database. – Refers to the codified forms. Unstructured – Sources like text documents, graphics, presentations, websites and tactic knowledge.
- 17. THANK YOU