เป็นองค์การแห่งการเรียนรู้....รู้ได้อย่างไร

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คณะพัฒนาทรัพยากรมนุษย์ นิด้า

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เป็นองค์การแห่งการเรียนรู้....รู้ได้อย่างไร

  1. 1. NSTDA Knowledge Sharing “ ... " . .
  2. 2. ?
  3. 3. “ ” LO ? LO ?
  4. 4. Call for the ‘Learning Organization’ Challenges and Pressures The changing nature of work Competitive challenge of global economy Increasing pace and unpredictable change Policy, Law and Regulations
  5. 5. . . .
  6. 6. OL is the capacity of an organization to gain insight from its own experience, the experience of others, and to modify the way it functions according to such insight. (Shaw&Perkins) OL means the process of improving actions through better knowledge and understanding. (Fiol&Lyles) LO is an organization that continually improves by readily creating and refining the capabilities needed for success. (Wick)
  7. 7. LO, systematically defined, is an organization which learns powerfully and collectively and is continually transforming itself to better collect, manage, and use knowledge for corporate success. It empowers people within and outside the company to learn as they work. Technology is utilized to optimize both learning and productivity. (Marquardt, 1996) "an organization which facilitates the learning of all its members and continuously transforms itself. (Pedler M., Boydell T. and Burgoyne J., 1989)
  8. 8. LO, according to Senge (1990) where people continually expand their capacity to create results they truly desire, where new and expansive patterns of thinking are nurtured, where aspiration is set free, and where people are continually learning how to learn together.
  9. 9. Mapping ‘LO’ Process Organizational Learning Learning Organization Theory Practice Organizational Knowledge Knowledge Management Content
  10. 10. ?
  11. 11. ‘ ’ Learning is “the ability to assimilate new ideas from others and from past experience and to translate those ideas into action faster than a competitor can.”
  12. 12. LO: To Learn or to Die? – -
  13. 13. ... , , , “ ” Source: Senge, P. (1990) The Fifth Discipline: The Art and Practice of The Learning Organization.
  14. 14. (Personal mastery) (Building shared vision) (Mental model) (Team learning) (Systems thinking) Source: Senge, P. (1990) The Fifth Discipline: The Art and Practice of The Learning Organization.
  15. 15. PERSONAL MASTERY First, one must define what one is trying to achieve (a goal). ( ) Second, one must have a true measure of how close one is to the goal. ( ) (Senge, 1990) 1990)
  16. 16. Building Shared Vision ‘People with common purpose can learn to nourish a sense of commitment in a group or organization by developing shared images of the future they seek to create and the principles and guiding practices by which they have to get there’.
  17. 17. Mental model ? ? ? ?
  18. 18. The Iceberg Metaphor Events Trends Structures
  19. 19. d > "‡ƒ ‡ƒ”‹‰ ‹• ‘– ‡ƒ —‹Ž†‹‰ Š‡ ˆ‹”•– ‹• †‹ƒŽ‘‰—‡. ŽŽ ’ƒ”–‹…‹’ƒ–• —•– •—•’‡† –Š‡‹” ƒ••—’–‹‘• ƒŽŽ ’ƒ”–‹…‹’ƒ–• —•– ”‡‰ƒ”† ‘‡ ƒ‘–Š‡” ƒ• …‘ŽŽ‡ƒ‰—‡• ƒ† –Š‡”‡ —•– „‡ ƒ ˆƒ…‹Ž‹–ƒ–‘” (ƒ– Ž‡ƒ•– —–‹Ž –‡ƒ• †‡˜‡Ž‘’ –Š‡•‡ •‹ŽŽ•)
  20. 20. d
  21. 21. การคิดเชิงระบบ (Systems thinking) • ความสามารถที่จะเขาใจความสัมพันธที่ ซับซอนในประเด็นตางๆที่เกิดขึ้นกับองคกร • สามารถเห็นภาพรวมใหญของระบบ • เห็นความสัมพันธเชื่อมโยงของปจจัยยอย ภายในระบบ • เห็น “เหตุ” (Cause) และ “ผล” (Effect) ของ การกระทําการใดๆ • เห็นความสัมพันธของระบบกับสภาพแวดลอม • เห็นความสําคัญของการเปลี่ยนแปลง การ ปรับตัว การเตรียมพรอมสูอนาคต
  22. 22. 3 / Systemic structure (Generative) Patterns of Behavior (Responsive) / Events (Reactive)
  23. 23. Core disciplines of LO 3 Reflective Understanding Aspiration conversation complexity • Personal • Mental • Systems mastery models thinking • Shared • Team vision learning
  24. 24. Mapping ‘LO’ Process Organizational Learning Learning Organization Theory Practice Organizational Knowledge Knowledge Management Content
  25. 25. 4 Styles of Organization Learning Learning from Others’ experience Benchmarking Competency acquisition Exploitation Exploration Continuous Experimentation improvement Own experience Source: David Ulrich, Organization Learning Capability
  26. 26. Learning Activities Success Story Best Practice Lesson Learned Failure Case
  27. 27. 3 สภาพแวดลอมทีเอือตอการเรียนรู (Supportive ่ ้ learning environment) กระบวนการและการดําเนินการการเรียนรูทเปน  ี่ รูปธรรม (Concrete Learning Processes and Practices) พฤติกรรมของผูนาที่กระตุนการเรียนรู  ํ  (Leadership That Reinforcing Learning) Source: Garvin, D. et al. (2008) ‘Is You’re a Learning Organization’, Harvard Business Review.
  28. 28. (Psychological safety) (Appreciation of differences) (Openness to new ideas) (Time for reflection)
  29. 29. (Experimentation) (Information collection) (Analysis) (Dialogue) (Discuss) (Education and Training) (Information transfer)
  30. 30. 1. Negative Positive 1 2 3 1.1 1 2 3 1 2 3 1.2 1 2 3 1 2 3 1.3 1 2 3 1 2 3 1.4 1 2 3
  31. 31. 1.1 Psychological safety work
  32. 32. 1.2 Appreciation of Difference
  33. 33. 1.3 Openness to New Idea
  34. 34. 1.4 Time for Reflection “ ” (Reflection)
  35. 35. 2. Negative Positive 1 2 3 2.1 1 2 3 1 2 3 2.2 1 2 3 1 2 3 2.3 (Analysis) 1 2 3 (Dialogue) (Discuss) 1 2 3 2.4 1 2 3 1 2 3 2.5 1 2 3
  36. 36. 2.1 Experimentation / (Prototypes), simulations
  37. 37. 2.2 Information Collection – – – – – – (Best-in-class organizations)
  38. 38. 2.3 Analysis
  39. 39. 2.4 Education Training
  40. 40. 2.5 Information Transfer forums , , (Suppliers) share share (Post-audits) (After Action Review)
  41. 41. 3. Negative Positive 1 2 3 3.1 1 2 3 1 2 3 3.2 1 2 3 1 2 3 3.3 1 2 3 1 2 3 3.4 1 2 3 1 2 3 3.5 1 2 3 1 2 3 3.6 1 2 3 1 2 3 3.7 1 2 3
  42. 42. Leadership that reinforces Learning discussion
  43. 43. LO = 5 = 5
  44. 44. Mapping ‘LO’ Process Organizational Learning Learning Organization Theory Practice Organizational Knowledge Knowledge Management Content
  45. 45. Identify ‘Organizational Knowledge’ Function Asst.Prof.Sombat Kusumavalee, 49 SHRD NIDA
  46. 46. Knowledge management Acquisition Creation KNOWLEDGE Transfer Storage and utilization Asst.Prof.Sombat Kusumavalee, 50 SHRD NIDA
  47. 47. Strategic-Driven KM Knowledge identification ? ? S1……………. Y/N • S2……………. ? • ? • Interview S3……………. • Training • • Workshop S4……………. ? ? • Document • Dictionary • Yellow Pages / • Storytelling • O-J-T • COPs • Database ? • Assignment • Knowledge • Project-based • Knowledge sharing mapping • Innovation 51 Asst.Prof.Sombat Kusumavalee, SHRD NIDA
  48. 48. ................ / / 1 2 3 4 5 Asst.Prof.Sombat Kusumavalee, 52 SHRD NIDA
  49. 49. : 1. 2. 3. 4. 5. 6.
  50. 50. : 7. 8. 9. 10. 11. 12.
  51. 51. QA

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