A Framework for Understanding

Organizational LearningAdapted from

Dixon, N. 1992. Organizational learning: A review of the literature with implications for HRD professionals. Human Resource Development Quarterly, (3), 1, 29-49

Increased Emphasis on Organizational Learning Changing nature of work

• jobs involve creating and processing knowledge

Global economy Increasing pace and unpredictable nature of

change• to survive have to learn faster than rate to

change

Organizational learning is defined as the process by which knowledge about action outcome relationships between the organization and the environment is developed.

Learning viewed as a process Learning at systems level Distinctive feature is sharing at

organizational level

Five Ways to Look at Organizational Learning

Information acquisition Information distribution and interpretation Making meaning Organization memory Retrieval of information

Five Ways to Look at Organizational Learning

Elements can be sequential More often interacting and continuous

Information Acquisition Internal

• Congenital• Founders

• Prevailing technology

• Experiential• Successes and mistakes

• Experimenting• R&D

• Pilot projects

• Continuous process improvement

• Process improvement teams

• Critical reflection• Dialogue

• Action Science

• Questioning assumptions

Information Acquisition External

• Borrowing• Conferences

• Consultants

• Printed materials

• Searching• Reports, economic,

technological, social

• Customers

• Competitors

• Grafting• New members

• Acquisitions, mergers

• Collaborating• Joint ventures

• Consortiums

Distribution and Interpretation of Information

Distributing Information• Intentional

• Individual written communication

– Memos, reports, letters

– Open access bulletin boards

• Training– Internal consultants

– Formal courses

– On-the-job training

• Internal conferences

• Briefings

• Internal publications– Video

– Print

– audio

Distribution and Interpretation of Information

Distributing Information• Unintentional

• Job rotation

• Stories, myths

• Task forces

• Informal networks

Distribution and Interpretation of Information

Interpreting Information• Dialogue• Critical reflection• Process checks• Taking action• Unlearning

Model of Organizational Learning Modes

Inte

rpre

tati

on

Low

High

Amount of InformationLow High

TraditionalBureaucracy

Extended Bureaucracy

Self-DesigningOrganization

Experimenting Organization

Making Meaning

Interpreting Information• Dialogue• Critical reflection• Process checks• Taking action• Unlearning

Making Meaning

Analyzing Information• Rational analysis• Problem-solving processes• Extrapolating from past events• Strategy formulation• Decision support tools

Organizational Learning Model

Individual Action

Individual Beliefs

Organizational Action

Environmental Response

Organizational Memory

Internal• Intentional

• Expert systems

• Records, reports

• Policies

• Core competence

• Transformations

• Tacit• Culture

• Structure

• Ecology

• Theories of action

Organizational Memory

External• Competitors• Government records• Financial reports• Former members

Retrieval of Information

Controlled• Individuals• Groups of individuals

Automatic• Culture• Ecology• Structures• Individual tacit knowledge