View
235
Download
0
Tags:
Embed Size (px)
Citation preview
HBR Chapters 1-3
The Coming of the New Organization• Peter F. Drucker, Jan 01, 1988
The Knowledge-Creating Company• Ikujiro Nonaka, Nov 01, 1991
Building A Learning Organization• David A. Garvin, Jul 01, 1993
The Coming of the New OrganizationPeter F. Drucker, Jan 1988
Premise
Identifying organizational trends
The Coming of the New OrganizationPeter F. Drucker, Jan 1988
Assumptions
• Specialization
• Changes in management
• Cross-discipline (-function) task forces (teams)
The Coming of the New OrganizationPeter F. Drucker, Jan 1988
Examples
• Symphony Orchestra
• Hospitals
• British administration in India
Future Steps
• Management issues of Motivation/Reward
• Need for unified vision
• Management structure with Task Force Teams
• Top Management supply, prep, testing
The Coming of the New OrganizationPeter F. Drucker
• Uncertainty
Competitive advantage = Knowledge
The Knowledge-Creating CompanyIkujiro Nonaka, Nov 1991
The Knowledge-Creating CompanyIkujiro Nonaka, Nov 1991
Japanese Management Styles
• Tapping tacit insights (soft…)
• Redundancy
The Knowledge-Creating CompanyIkujiro Nonaka, Nov 1991
Japanese Management Styles
• Slogans, metaphors
• Analogies, symbols
Building a Learning OrganizationDavid A. Garvin, Jul 1993
What is a Learning Organization?
• Peter Senge, the Fifth Discipline
• 5 component technologies
• Systems thinking
• Personal mastery
• Mental models
• Shared vision
• Team learning
Behavior v. Thinking
Building a Learning OrganizationDavid A. Garvin, Jul 1993
What is a Learning Organization?• … an organization skilled at creating, acquiring,
and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. p51
5 Definitions of Organizational Learning, p77
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Chronologically:
“Organizational learning is a process of detecting and correcting error.” Chris Argyris, 1977.
Building a Learning OrganizationDavid A. Garvin, Jul 1993
“Organizational learning means the process of improving actions through better knowledge and understanding.” C. Marlene Fiol & Margorie A. Lyles, 1985.
Building a Learning OrganizationDavid A. Garvin, Jul 1993
“Organizations are seen as learning by encoding inferences from history into routines that guide behavior.” Barbara Levitt & James G. March, 1988.
Building a Learning OrganizationDavid A. Garvin, Jul 1993
“Organizational learning occurs through shared insights, knowledge and mental models . . . [and] builds on past knowledge and experience—that is, on memory.” Ray Stata, 1989.
Building a Learning OrganizationDavid A. Garvin, Jul 1993
“An entity learns if, through its processing of information, the range of its potential behaviors is changed.” George P. Huber, 1991.
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Suspend disbelief and assume:
• … an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. p51
Building a Learning OrganizationDavid A. Garvin, Jul 1993
A: In the absence of learning, companies—and individuals—simply
repeat old practices.
change remains cosmetic, and improvements are either fortuitous or short-lived.
Building a Learning OrganizationDavid A. Garvin, Jul 1993
A: Learning Improvement
3 M’s
• Meaning
• Management
• Measurement
0
20
40
60
80
100
120
140
160
180
Building a Learning OrganizationDavid A. Garvin, Jul 1993
A: “if you can’t measure it, you can’t manage it [sic].” p70
• Current tools reveal little about sources of learning or the levers of change
Learning Organization Skills
• Systematic Problem-solving
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Learning Organization Skills
• Systematic Problem-solving
• Experimentation (new approaches)
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Learning Organization Skills
• Systematic Problem-solving
• Experimentation (new approaches)
• Learning from past experience
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Learning Organization Skills
• Systematic Problem-solving
• Experimentation (new approaches)
• Learning from past experience
• Learning from best practices (of others)
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Learning Organization Skills
• Systematic Problem-solving
• Experimentation (new approaches)
• Learning from past experience
• Learning from best practices (of others)
• Knowledge transference
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Measurement
How to Build a Learning Organization
• Slowly
• Cultivate cultural attitudes
• Commitment
• Mgmt processes accrued slowly/steadily
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Assume traditional maxim: “if you can’t measure it, you can’t manage it.” p70
• Traditional measuring tools: learning curves, manufacturing progress functions
• Incomplete: single-measure of output
• Focused on cost or price
• Ignoring quality, delivery, new product introductions
• Tell little about sources of learning or the levers of change
Building a Learning OrganizationDavid A. Garvin, Jul 1993
New[er] Measure p72
• Half-life cycle• Developed by Analog Devices
• Measures the time it takes to achieve a 50% improvement in a specified performance measure.
• Weakness: focuses solely on results• Unlikely to capture short-run learning
• Systemic changes are long-run, e.g. total quality culture, or new approaches to product develop.
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Measurement
How to Build a Learning Organization
How to Build a Learning Organization
• Slowly
• Cultivate cultural attitudes
• Trust
• Commitment
• Mgmt processes accrue slowly/steadily
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Building a Learning OrganizationDavid A. Garvin, Jul 1993
An Organization’s Learning Trace p73
• Three over-lapping stages• Cognitive
• Behavioral
• Performance improvement
• Suggested capture tools (surveys, et al.)• e.g., Mystery Shopper
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Foster environment conducive to learning
Open up boundaries
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Shift focus toward a commitment to learning