3 hbronknowledgemgmtslides carolyn and joey 5
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HBR on Knowledge MgmtChapters 1-3Joey DeBonoCarolyn Coolidge
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AGENDA
Chapter Introductions AssumptionsOverview, details and examplesQuestions
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HBR Chapters 1-3The Coming of the New OrganizationPeter F. Drucker, Jan 01, 1988The Knowledge-Creating CompanyIkujiro Nonaka, Nov 01, 1991Building A Learning OrganizationDavid A. Garvin, Jul 01, 1993
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HBR Chapters 1-3The Coming of the New OrganizationPeter F. Drucker, Jan 01, 1988
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The Coming of the New OrganizationPeter F. Drucker, Jan 1988
Premise
Identifying organizational trends
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The Coming of the New OrganizationPeter F. Drucker, Jan 1988AssumptionsSpecializationChanges in managementCross-discipline (-function) task forces (teams)
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The Coming of the New OrganizationPeter F. Drucker, Jan 1988Examples
Symphony Orchestra
Hospitals
British administration in India
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The Coming of the New OrganizationPeter F. DruckerFuture StepsManagement issues of Motivation/RewardNeed for unified visionManagement structure with Task Force TeamsTop Management supply, prep, testing
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HBR Chapters 1-3
The Knowledge-Creating CompanyIkujiro Nonaka, Nov 01, 1991
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The Knowledge-Creating CompanyIkujiro Nonaka, Nov 1991Uncertainty Competitive advantage = Knowledge
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The Knowledge-Creating CompanyIkujiro Nonaka, Nov 1991
Japanese Management Styles
Tapping tacit insights (soft)
Redundancy
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The Knowledge-Creating CompanyIkujiro Nonaka, Nov 1991
Japanese Management StylesSlogans, metaphorsAnalogies, symbols
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HBR Chapters 1-3Building A Learning OrganizationDavid A. Garvin, Jul 01, 1993
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Building a Learning OrganizationDefinitions
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Building a Learning OrganizationDavid A. Garvin, Jul 1993 What is a Learning Organization?Peter Senge, the Fifth Discipline5 component technologiesSystems thinkingPersonal masteryMental modelsShared visionTeam learning
Behavior v. Thinking
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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
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Building a Learning OrganizationDavid A. Garvin, Jul 1993Chronologically:
Organizational learning is a process of detecting and correcting error. Chris Argyris, 1977.
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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.
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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.
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Building a Learning OrganizationDavid A. Garvin, Jul 1993
Organizational learning occurs through shared insights, knowledge and mental models . . . [and] builds on past knowledge and experiencethat is, on memory. Ray Stata, 1989.
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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.
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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
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Building a Learning OrganizationDavid A. Garvin, Jul 1993A: In the absence of learning, companiesand individualssimply repeat old practices.
change remains cosmetic, and improvements are either fortuitous or short-lived.
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Building a Learning OrganizationDavid A. Garvin, Jul 1993A: Learning Improvement3 MsMeaningManagementMeasurement
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Building a Learning OrganizationDavid A. Garvin, Jul 1993A: if you cant measure it, you cant manage it [sic]. p70
Current tools reveal little about sources of learning or the levers of change
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Building a Learning OrganizationDavid A. Garvin, Jul 1993Learning Organization SkillsSystematic Problem-solving
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Building a Learning OrganizationDavid A. Garvin, Jul 1993Learning Organization SkillsSystematic Problem-solvingExperimentation (new approaches)
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Building a Learning OrganizationDavid A. Garvin, Jul 1993Learning Organization SkillsSystematic Problem-solvingExperimentation (new approaches)Learning from past experience
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Building a Learning OrganizationDavid A. Garvin, Jul 1993Learning Organization SkillsSystematic Problem-solvingExperimentation (new approaches)Learning from past experienceLearning from best practices (of others)
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Building a Learning OrganizationDavid A. Garvin, Jul 1993Learning Organization SkillsSystematic Problem-solvingExperimentation (new approaches)Learning from past experienceLearning from best practices (of others)Knowledge transference
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Building a Learning OrganizationDavid A. Garvin, Jul 1993MeasurementHow to Build a Learning OrganizationSlowlyCultivate cultural attitudesCommitmentMgmt processes accrued slowly/steadily
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Building a Learning OrganizationMeasurement
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Building a Learning OrganizationDavid A. Garvin, Jul 1993Assume traditional maxim: if you cant measure it, you cant manage it. p70Traditional measuring tools: learning curves, manufacturing progress functionsIncomplete: single-measure of outputFocused on cost or priceIgnoring quality, delivery, new product introductions
Tell little about sources of learning or the levers of change
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Building a Learning OrganizationDavid A. Garvin, Jul 1993New[er] Measure p72Half-life cycleDeveloped by Analog DevicesMeasures the time it takes to achieve a 50% improvement in a specified performance measure.
Weakness: focuses solely on resultsUnlikely to capture short-run learningSystemic changes are long-run, e.g. total quality culture, or new approaches to product develop.
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Building a Learning OrganizationDavid A. Garvin, Jul 1993MeasurementHow to Build a Learning Organization
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Building a Learning OrganizationBuilding
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Building a Learning OrganizationDavid A. Garvin, Jul 1993How to Build a Learning OrganizationSlowlyCultivate cultural attitudesTrustCommitmentMgmt processes accrue slowly/steadily
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Building a Learning OrganizationDavid A. Garvin, Jul 1993An Organizations Learning Trace p73Three over-lapping stagesCognitiveBehavioralPerformance improvement
Suggested capture tools (surveys, et al.)e.g., Mystery Shopper
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Building a Learning OrganizationDavid A. Garvin, Jul 1993Foster environment conducive to learning
Open up boundaries
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Building a Learning OrganizationDavid A. Garvin, Jul 1993Create Learning forums
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Building a Learning OrganizationDavid A. Garvin, Jul 1993Shift focus toward a commitment to learning
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HBR Chapters 1-3
Questions?