The Learning Organization and Knowledge Management

PowerPoint Presentation by Charlie CookCopyright © 2005 South-Western. All rights reserved.

Chapter 15The Learning Organization and Knowledge Management

Copyright © 2005 South-Western. All rights reserved. 15–2

Learning ObjectivesAfter reading and studying this chapter and doing the exercises, you should be able to:

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 (KM).

4. Pinpoint strategies and techniques for knowledge management.

5. Specify methods for sharing information within an organization.


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

EXHIBIT 15-1Source: Mary M. Crossan, Henry W. Lane, and Roderick E. White, “An Organizational Learning Framework: From Institution to Institution,” Academy of Management Review, July, 1999, p. 525.


The 4I Framework

• Organizational learning processes Intuiting Interpreting Integrating Institutionalizing

• Organizational learning levels Individual LevelGroup LevelOrganizational Level


Building Blocks of A Learning Organization

• Double-loop learning• Action learning• System thinking• Shared vision• The challenging of

mental models• Team learning• Personal mastery of

the job• High impact learning

• Translation of new knowledge into new ways of behaving

• Systematic investigation and problem solving

• Experimentation• Learning from other

organizations• Healthy disrespect for

the status quo


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 learningAcquiring skills while working in teams on real

problems that are reusable at later stages in resolving the problem.L = P + Q (learning is comprised of programmed

knowledge plus questioning skills)


Building Blocks of A Learning Organization (cont’d)

• Systems thinkingDeveloping a point of view of the organization as a

system that affects and is affected by the external environment.

• Shared visionDeveloping a common purpose and commitment for

the organization to keep learning.



• The challenge of mental modelsOvercoming powerful assumptions and mental

models that prevent people from working together can open up a world of opportunities.

• Team learningEngaging in collective problem solving by sharing

information and opinions with coworkers.



• Personal mastery of the jobDeveloping the individual expertise necessary to

master the demands of the job.

• Translation of new knowledge into new ways of behavingUsing knowledge to change behavior through

learning.



• Systematic investigation and problem solving Instigating the widespread use of the scientific

method to investigate and solve problems.

• ExperimentationDeveloping the risk-taking, entrepreneurial attitude to

seek out new opportunities through experiments in improving organizational performance.



• Learning from other organizationsStudying other competitors to acquire insights to be

used as benchmarks for improving the effectiveness and efficiency of the organization.

• Healthy disrespect for the status quoChallenging whatever exists (e.g., work processes)

and seeing if anything can be improved upon.



• High impact learningTaking steps to increase the significance of high

impact learning in moving the firm forward and preventing potential problems by:Building a commitment to a learning capability

among members of the organization.Generating ideas with impact by developing

deliberate approaches to acquiring knowledge.Using cross-functional team to disseminate ideas

with impact throughout the organization.


Knowledge Management

• Knowledge Management (KM)A systematic approach to documenting, applying, and

transferring the know-how and experience of employees.

• Knowledge is managed more effectively in a learning organization. Information is systematically shared to achieve goals. Intellectual capital is a resource for competitive

advantage.


Knowledge Management (cont’d)

• Organizational conditions favoring KMBeing a learning organization.Having an organizational culture that emphasized

sharing information through a 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.


KM Strategies and Techniques

• Hire the right personsEmploy people who are good at learning and

teaching; who are intelligent, can accumulate knowledge, and are intellectually curious.

• Create knowledgeUse intelligence, creativity, and innovation to create

knowledge leading to new products or services.Competitive knowledge management

Develop mechanisms that allow knowledge and expertise (competitive intelligence) of competitors to be tracked.


KM Strategies and Techniques (cont’d)

• Codification versus personalizing knowledgeCodification:

Companies with standardized products and services store information in way that it can be readily assessed and repeatedly used.

Personalization:Companies with unique products and services

share information through interpersonal contacts.The choice for codification or personalization of

knowledge is largely determined by the products or services the company produces.



• Appointing a Chief Knowledge OfficerDuties of a Chief Knowledge Officer

Arranging conferences where workers share information.

Assimilating databases of company knowledgeTeaching people how to learn at a deeper levelGetting people to reflect on their experiences and

profit from their mistakesSelling people on the idea that brainpower is the

company’s true source of competitive advantage



• Deliver knowledge just in timeProviding specialized workers with specialized

information that enhances the effectiveness of their work, just at the point at which they could use the information.

• Closing the gap between knowing and doingDo not allow stored knowledge to go unused, convert

knowledge to action.Build a culture of action


Effective Knowledge Management

• Focus on system performance rather than on narrow technical outcomes.

• Follow systematic work and decision processes.

• Share knowledge by letting others know about your ideas.

• Try new approaches.


Methods for Sharing Information

• Create an in-house Yellow Pages.

• Install an intranet communication system.

• Provide personalized explanations of success factors.

• Foster dialogue among organization members.

• Create shared physical facilities and informal learning situations to promote information sharing.

Documents

The Learning Organization and Knowledge Management