organizational learning and Change management

1. Learning and
Change
Management

2. Organisational Learning
Organizations when conceiving whether radical or
incremental change, they need to learn new ways of
doing things
Organizations that learn better than other
competitors are more successful

3. The “Term” Organisational Learning
Whilst some focus on learning of individuals in the
organisational context, others focus on organisational-level
practices
However, organisations cannot learn… only individuals
can learn
All learning takes place inside individual human heads

4. However, leaders may think that it is
enough to:
4
Articulate clear vision for employees
Give employees right incentives
Provide lots of training

5. Actual
Dynamics
Environmental
Demands
Problematic
Preferences
Unclear Technology
Fluid Participation

6. Concrete learning processes and
supportive environment such as:
Acquisition of knowledge
Internalization of acquired knowledge
Socialisation of internalised knowledge
Org. design, leadership and other enables
Jointly these processes have consequences for
the organisation and produce phenomena at the
organisational level

7. 1. Acquisition of Kn0wledge
Acquisition of knowledge is an organisational
function
It helps managers to analyse, identify relevant
knowledge when conceiving certain change

8. Exploitation VS. Exploration

9. Exploitation
If organisation operates in an
irrational environment, it might not
go looking for a perfect solution
In the face of limited resources
and other factors, it might be
optimal for an organisation to
mix, match and exploit the
existing elements

10. 10

11. Exploitation leads to gradual
improvement of existing rules,
technologies and competences…
and leads to some change...
…but, might trap the organisation
in the suboptimal stable equilibria

12. Exploration
Upon exploration, organisations
experiment with new alternatives
Exploration helps organisations
to bypass vicious cycles and
radically change existing norms
and assumptions
Exploration is highly innovative

13. Exploitation VS. Exploration

14. For Exploration...
New ways of thinking is not
enough
Proper internalisation of new
knowledge is required
Behavioural Change is
required

15. new ideas
new technology
new competences

16. 16
Acquisition of knowledge
Internalisation of acquired knowledge
Socialisation of internalised knowledge
Org. design, leadership and other enables

17. 2. Internalisation of Acquired Knowledge
Explicit knowledge is a newly
integrated formal knowledge via
exploration
Tacit knowledge on the other hand
is personal, contextual and often
embedded in practice Tacit
Internalization
Explicit

18. Internalisation
Boundary
spanner
Change
Manager

19. Internalisation is Achieved Via Change
Readiness and Impact Assessment
19
Successful assessment of readiness can help you
identify how people in the organization are capable,
ready, and willing to undertake change
Change impact assessment is important to
understand how specific departments,
workgroups and locations will be impacted by the
change

20. Change Readiness
and Change impact
Assessment
Compatibility Profitability

21. Internalisation
Boundary
spanner
Change
Manager
Spread/Buy-In

22. Compatibility
Compatibility is the degree to which the
norms and values of an explored
innovation is consistent with those of the
receiver
The higher the degree of compatibility of
innovation with the existing values,
identities, skills and jobs of the receiver,
the greater the chance of its adoption

23. Profitability
Profitability is the degree to which an explored
innovation is superior or satisfies the adopter’s
personal or his team’s needs better than the
existing mechanisms
When the profitability of an idea is not disputed,
explored innovation can still get accepted

26. Observability
Observability is the degree to which the
objectives and expected results of an
innovation are clear
Higher the degree to which the objectives
and results of an innovation are visible to
others, the greater the rate of its adoption

27. Triability
Triability concerns an organisation's ability
to try an innovation within a limited period
and on a limited scale

28. 28

29. 29
Acquisition of knowledge
Internalisation of acquired knowledge
Socialisation of internalised knowledge
Org. design, leadership and other enables

30. 3. Socialisation of Internalised Knowledge
Socialisation is often a process of
sharing experiences
It is a confrontation of viewpoints,
opinion testings, verifications and
alignments

31. People need room for collaborative
storytelling
People must formulate new corporate
stories and make sense about new visions
People must alter their shared realities and
be committed to organisation’s central value

32. Overall
“We need to acquire and apply knowledge in ways that help us
to understand people’s reactions to change, rather than
accepting assumptions about resistance to change” (Van de
Ven, 1986).

33. 33
Acquisition of knowledge
Internalisation of acquired knowledge
Socialisation of internalised knowledge
Org. design, leadership and other enables