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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

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Creating collective meaning class class 2

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