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HBR on Knowledge MgmtChapters 1-3Joey DeBonoCarolyn Coolidge
AGENDA
Chapter Introductions AssumptionsOverview, details and examplesQuestions
HBR Chapters 1-3The Coming of the New OrganizationPeter F. Drucker, Jan 01, 1988The Knowledge-Creating CompanyIkujiro Nonaka, Nov 01, 1991Building A Learning OrganizationDavid A. Garvin, Jul 01, 1993
HBR Chapters 1-3The Coming of the New OrganizationPeter F. Drucker, Jan 01, 1988
The Coming of the New OrganizationPeter F. Drucker, Jan 1988
Premise
Identifying organizational trends
The Coming of the New OrganizationPeter F. Drucker, Jan 1988AssumptionsSpecializationChanges in managementCross-discipline (-function) task forces (teams)
The Coming of the New OrganizationPeter F. Drucker, Jan 1988Examples
Symphony Orchestra
Hospitals
British administration in India
The Coming of the New OrganizationPeter F. DruckerFuture StepsManagement issues of Motivation/RewardNeed for unified visionManagement structure with Task Force TeamsTop Management supply, prep, testing
HBR Chapters 1-3
The Knowledge-Creating CompanyIkujiro Nonaka, Nov 01, 1991
The Knowledge-Creating CompanyIkujiro Nonaka, Nov 1991Uncertainty Competitive advantage = Knowledge
The Knowledge-Creating CompanyIkujiro Nonaka, Nov 1991
Japanese Management Styles
Tapping tacit insights (soft)
Redundancy
The Knowledge-Creating CompanyIkujiro Nonaka, Nov 1991
Japanese Management StylesSlogans, metaphorsAnalogies, symbols
HBR Chapters 1-3Building A Learning OrganizationDavid A. Garvin, Jul 01, 1993
Building a Learning OrganizationDefinitions
Building a Learning OrganizationDavid A. Garvin, Jul 1993 What is a Learning Organization?Peter Senge, the Fifth Discipline5 component technologiesSystems thinkingPersonal masteryMental modelsShared visionTeam learning
Behavior v. Thinking
Building a Learning OrganizationDavid A. Garvin, Jul 1993 What is a Learning Organization? an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. p51
5 Definitions of Organizational Learning, p77
Building a Learning OrganizationDavid A. Garvin, Jul 1993Chronologically:
Organizational learning is a process of detecting and correcting error. Chris Argyris, 1977.
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Organizational learning means the process of improving actions through better knowledge and understanding. C. Marlene Fiol & Margorie A. Lyles, 1985.
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Organizations are seen as learning by encoding inferences from history into routines that guide behavior. Barbara Levitt & James G. March, 1988.
Building a Learning OrganizationDavid A. Garvin, Jul 1993
Organizational learning occurs through shared insights, knowledge and mental models . . . [and] builds on past knowledge and experiencethat is, on memory. Ray Stata, 1989.
Building a Learning OrganizationDavid A. Garvin, Jul 1993
An entity learns if, through its processing of information, the range of its potential behaviors is changed. George P. Huber, 1991.
Building a Learning OrganizationDavid A. Garvin, Jul 1993 Suspend disbelief and assume:
an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. p51
Building a Learning OrganizationDavid A. Garvin, Jul 1993A: In the absence of learning, companiesand individualssimply repeat old practices.
change remains cosmetic, and improvements are either fortuitous or short-lived.
Building a Learning OrganizationDavid A. Garvin, Jul 1993A: Learning Improvement3 MsMeaningManagementMeasurement
Building a Learning OrganizationDavid A. Garvin, Jul 1993A: if you cant measure it, you cant manage it [sic]. p70
Current tools reveal little about sources of learning or the levers of change
Building a Learning OrganizationDavid A. Garvin, Jul 1993Learning Organization SkillsSystematic Problem-solving
Building a Learning OrganizationDavid A. Garvin, Jul 1993Learning Organization SkillsSystematic Problem-solvingExperimentation (new approaches)
Building a Learning OrganizationDavid A. Garvin, Jul 1993Learning Organization SkillsSystematic Problem-solvingExperimentation (new approaches)Learning from past experience
Building a Learning OrganizationDavid A. Garvin, Jul 1993Learning Organization SkillsSystematic Problem-solvingExperimentation (new approaches)Learning from past experienceLearning from best practices (of others)
Building a Learning OrganizationDavid A. Garvin, Jul 1993Learning Organization SkillsSystematic Problem-solvingExperimentation (new approaches)Learning from past experienceLearning from best practices (of others)Knowledge transference
Building a Learning OrganizationDavid A. Garvin, Jul 1993MeasurementHow to Build a Learning OrganizationSlowlyCultivate cultural attitudesCommitmentMgmt processes accrued slowly/steadily
Building a Learning OrganizationMeasurement
Building a Learning OrganizationDavid A. Garvin, Jul 1993Assume traditional maxim: if you cant measure it, you cant manage it. p70Traditional measuring tools: learning curves, manufacturing progress functionsIncomplete: single-measure of outputFocused on cost or priceIgnoring quality, delivery, new product introductions
Tell little about sources of learning or the levers of change
Building a Learning OrganizationDavid A. Garvin, Jul 1993New[er] Measure p72Half-life cycleDeveloped by Analog DevicesMeasures the time it takes to achieve a 50% improvement in a specified performance measure.
Weakness: focuses solely on resultsUnlikely to capture short-run learningSystemic changes are long-run, e.g. total quality culture, or new approaches to product develop.
Building a Learning OrganizationDavid A. Garvin, Jul 1993MeasurementHow to Build a Learning Organization
Building a Learning OrganizationBuilding
Building a Learning OrganizationDavid A. Garvin, Jul 1993How to Build a Learning OrganizationSlowlyCultivate cultural attitudesTrustCommitmentMgmt processes accrue slowly/steadily
Building a Learning OrganizationDavid A. Garvin, Jul 1993An Organizations Learning Trace p73Three over-lapping stagesCognitiveBehavioralPerformance improvement
Suggested capture tools (surveys, et al.)e.g., Mystery Shopper
Building a Learning OrganizationDavid A. Garvin, Jul 1993Foster environment conducive to learning
Open up boundaries
Building a Learning OrganizationDavid A. Garvin, Jul 1993Create Learning forums
Building a Learning OrganizationDavid A. Garvin, Jul 1993Shift focus toward a commitment to learning
HBR Chapters 1-3
Questions?