Continuous Change Fili An Presentation based on Cummings & Worley, 2005 Thomson/South-Western book presentations

Hi, long time no see. How’s the thesis coming along? (You know? I asked Question Girl out… she said yes)

We missed you. Did you miss us? You know? After dating Question Guy for a while we decided to move in together…

Meet “Question Doggy” He likes questions almost as much as chasing cats. After Question Guy and Question Girl moved in together, they decided to adopt Question Doggy.

Why Continuous Change? Sustainable competitive advantage. Dynamic capabilities. Constantly generating new capabilities to form an advantage. Self designing organizations – innovation, learning. All is geared towards change.

Sustainable competitive advantage.

Dynamic capabilities.

Constantly generating new capabilities to form an advantage.

Self designing organizations – innovation, learning.

All is geared towards change.

The Demands of Adaptive Change How : Systematic change of organizational features to fit with firm’s strategy. Dynamic, iterative, ongoing. Learning by doing - Innovation and learning. Requires : Stakeholder support. Supporting corporate strategy.

How :

Systematic change of organizational features to fit with firm’s strategy.

Dynamic, iterative, ongoing.

Learning by doing - Innovation and learning.

Requires :

Stakeholder support.

Supporting corporate strategy.

What kind of companies are best suitable for this kind of intervention? Is NCKU a suitable place?

Application stages – the Self-Design Strategy

Learning Organizations Organizational Learning Human Resources oriented (CLO). Organizational structures and social processes. Interventions : Team Building. Structural Design. Employee involvement. Knowledge Management. Tools and techniques (CIO). Collect, organize, translate info into useful knowledge.

Organizational Learning

Human Resources oriented (CLO).

Organizational structures and social processes.

Interventions :

Team Building.

Structural Design.

Employee involvement.

Knowledge Management.

Tools and techniques (CIO).

Collect, organize, translate info into useful knowledge.

Organizational Learning or Knowledge Management? Which one is more important? Which one is easier to do? In your humble opinions… :$

How Organization Learning Affects Performance Knowledge Management Organizational Learning

Organization Learning: An Integrative Framework Organization Characteristics Structure Information Systems HR Practices Culture Leadership Organization Learning Processes Discovery Invention Production Generalization Organization Knowledge Tacit Explicit Competitive Strategy Organization Performance Knowledge Management Organization Learning

Characteristics of a Learning Organization Structures emphasize teamwork, information sharing, empowerment Information systems facilitate rapid acquisition and sharing of complex information to manage knowledge for competitive advantage Human resources reinforce new skills and knowledge Organization culture encourages innovation Leaders model openness and freedom to try new things while communicating a compelling vision

Structures emphasize teamwork, information sharing, empowerment

Information systems facilitate rapid acquisition and sharing of complex information to manage knowledge for competitive advantage

Human resources reinforce new skills and knowledge

Organization culture encourages innovation

Leaders model openness and freedom to try new things while communicating a compelling vision

Organization Learning Processes Single loop learning Most common form of learning Fixing problems as they occur Aimed at adapting and improving the status quo Double loop learning Generative learning Improving things for the long run Question and change existing assumptions and conditions Deuterolearning Learning how to learn Learning how to improve single and double loop learning

Single loop learning

Most common form of learning

Fixing problems as they occur

Aimed at adapting and improving the status quo

Double loop learning

Generative learning

Improving things for the long run

Question and change existing assumptions and conditions

Deuterolearning

Learning how to learn

Learning how to improve single and double loop learning

Application– Organization Learning Processes Discovery - Discover Theories in Use Dialogue : talk! Action Maps : interviews to decide required action. Left-Hand, Right-Hand Column : what happened vs. what I think about what happened. The Ladder of Inference Invention - Invent and Produce More Effective Theories in Use Generalization - Continuously Monitor and Improve the Learning Process.

Discovery - Discover Theories in Use

Dialogue : talk!

Action Maps : interviews to decide required action.

Left-Hand, Right-Hand Column : what happened vs. what I think about what happened.

The Ladder of Inference

Invention - Invent and Produce More Effective Theories in Use

Generalization - Continuously Monitor and Improve the Learning Process.

The Ladder of Inference I take ACTIONS based on my beliefs I adopt BELIEFS about the world I draw CONCLUSIONS I make ASSUMPTIONS based on the meanings added I add MEANINGS (cultural and personal) I select DATA from what I observe I OBSERVE data and experiences

I’m still confused … Can you give us an example? Fili… I’m talking to you, not them…

The Ladder of Inference – An example ACTIONS – don’t tell management there’s a technical problem. BELIEFS – management will fire me if I bring bad news. ASSUMPTIONS/CONCLUSIONS – management will fire people that bring bad news. MEANINGS – management fires people who announce problems DATA - management lays off people who are associated with bad results OBSERVE – management lays off employees

Oh, I see. Can we all do one together? Maybe something about class?

The Ladder of Inference – Let’s try this together ACTIONS – Don’t tell Fili that his Powerpoint Title doesn’t show up right. BELIEFS – ASSUMPTIONS/CONCLUSIONS – MEANINGS – DATA - OBSERVE –

The Ladder of Inference – Let’s try this together ACTIONS – Don’t tell Fili that his Powerpoint Title doesn’t show up right. BELIEFS – Even if the speaker is experiencing problems, better not say anything… ASSUMPTIONS/CONCLUSIONS – Interrupting a speaker is rude… speaker will be mad. MEANINGS – Speakers don’t like others to interrupt their speech. DATA – Those who do interrupt the speaker are being frowned upon. OBSERVE – No one ever interrupts the speaker

Organizational Knowledge Generating Knowledge Identify knowledge for competitive strategy Develop ways to acquire or create that knowledge Organizing Knowledge Put knowledge into a usable form Codification and Personalization Distributing Knowledge Making knowledge easy to access, use & reuse

Generating Knowledge

Identify knowledge for competitive strategy

Develop ways to acquire or create that knowledge

Organizing Knowledge

Put knowledge into a usable form

Codification and Personalization

Distributing Knowledge

Making knowledge easy to access, use & reuse

Organizational Learning Are we talking about personal or organizational learning? To achieve organization purposes. Shared or distributed among members of the organization. Learning outcomes embedded in the organization’s system, structures, and culture.

Are we talking about personal or organizational learning?

To achieve organization purposes.

Shared or distributed among members of the organization.

Learning outcomes embedded in the organization’s system, structures, and culture.

How can we improve Organizational Learning and Knowledge Management in NCKU? Can we?