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Creating collective meaning class class 2

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Collaborative class discussion on Dixon's first three chapters of the Organizational Learning Cycle and Common Knowledge, September 2, 2011

Collaborative class discussion on Dixon's first three chapters of the Organizational Learning Cycle and Common Knowledge, September 2, 2011

Published in: Education, Business
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Transcript

  • 1. Class Contributions to Understanding Organizational Learning Concepts Expressed by Dixon
    Creating collective Meaning
  • 2. Chapter 1: What is OL
    OL -> Intentional -> Org goals (stakeholders)
    Many right answers
    Not a stagnate process
    L ≥ C
    Fluid
    Evolving
    Reframing
    Reconceptualization
  • 3. Chapter 1: Changing Nature of Work
    Continuous learning (keep learning)
    Not just technical skills
    More collaborative
    Less top down (less directive)
    Not just a combination of facts
    Integrate -> Feedback -> Action ->Transformation
  • 4. Chapter 2
    Differences, changes, movement, absence/presence, are noticed, while consistency is unnoticed
    Paradoxically, it is these differences which threaten our current knowledgebase (interpretations)
    Contradiction or discrepancies lead to a reconstruction of meaning (learning), @ both a personal and organizational level
    The cognitive map includes both tacit awareness and explicit knowledge
    Humans are a “learning species” in that it is both a matter of survival (evolution, development, etc.) and serves an immediate reward (by relieving confusion, etc.)
  • 5. Chapter 2
    Fail to test our inferences for four reasons
    Consider our inferences as fact
    Embarrassed to talk about the inference
    Presume defensiveness concerning the accuracy of our inference
    Unable to see a non-threatening way to test the inference
    Meta-cognition
    Self-questioning
    Persistence
    Relating data sets
    Purposefully seeking new information…etc
  • 6. Chapter 3 – Organizational meaning Structures
    Private
    Individual learning
    Not shared with the group
    Of little help to the group
    “The Office”
    Collective
    History of the organization
    Culture
    Tacit –understood
    “just the way it is”
    “The storeroom”
  • 7. Accessible-”The Hallways”
    Collective meaning
    Exchange of ideas
    Sharing
    True organizational learning
    Critical Elements
    Dialogue-not speech
    Egalitarian-free flow
    Multiple perceptions
    Non-expert based
    Participant generated database
    Shared experience – not necessarily training
  • 8. Common Knowledge (Chapters 1-3)
    3 Myths:
    Build it and they will come
    Technology can replace face-to-face
    First you have to create a learning culture
    Defined: common knowledge, information, knowledge
    Sharing information: people WANT to
    Creating vs. leveraging common knowledge
    What makes the transfer work?
    5 types of transfer
  • 9. Common Knowledge (Chapters 1-3)
    Serial transfer: moves knowledge that each individual has constructed into a group or public space so that the knowledge can be integrated and made sense of by the whole team; know the business driver (outcome measures)
    Transfer: is it reactive or proactive
    AAR
    How to do a Transfer meeting

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