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This grounded theory for developing contemporary learning organisations harvests insights from the knowledge management, systems sciences, and educational learning literatures. The resultant hybrid theoretical framework informs practical application, as reported in a case study that harnesses the accelerated information exchange possibilities enabled through web 2.0 social networking and peer production technologies. Through complementary organisational processes, “meaning making” is negotiated in formal face-to-face meetings supplemented by informal “boundary spanning” dialogue. Knowledge management within this context envisions organisations as communities where knowledge, identity, and learning are situated. This framework acknowledges the social context of learning - i.e., that knowledge is acquired and understood through action, interaction, and sharing with others. It follows that social networks provide peer-to-peer enculturation through intentional exchange of tacit information made explicit. This, in turn, enables a dynamic process experienced as a continuous spiral that perpetually elevates collective understanding and enables knowledge creation.
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Building
knowledge
capabilities:An organisational learning approach
Overview
Knowledge enabling environments
Organisational learning framework
Research in practice: Dr. Martin Luther King, Jr. Library case study
Methodology
Shared leadership
Social learning: a hybrid approach
Concluding thoughts
Knowledge enabling environments
Knowledge vision Community building Support collaboration Create formal and informal interactions
For: Knowledge creation Organisational learning
Organisational learning framework
Communities of practice – Wenger Knowledge creation – Nonaka Workplace information literacy - Bruce
Nonaka SECI model (1991) Reflective evidence based practice process (Callahan & Howard, 2008)
Research in practice
Two strategic learning projects:
Project 1: Learning 2.0 course program
• Based on Helen Blower’s ‘23 things’
Technology application for organisational planning• To improve decision making, problem
solving and strategic planning
Research in practice
Project 2:
Task threefold:• Summarise current structures• Identify challenges and
opportunities and • Assess communication tools
Methodology
Six sigma problem solving process:
Affinity diagram: What are the issues and roadblocks between
where we are now and where we need to be?
Interrelationship Digraph Analysis of cause and effect relationships
Affinity diagram: Countermeasures to address issues
Shared leadership Revised committee structure New strategic continuous improvement teams
With: Clear authority Renewed purpose
Work: Face to face and virtually
Shared leadership Master blog communication system
Social learning: A hybrid approach Technology does not convert
information to knowledge Allows sharing, conversance and
creation across time and space Local to become global
Social learning: A hybrid approach Face to face Supported by technology
Results in: Informed workforce Increased engagement
Concluding thoughts ‘Bottom up’ approach Evidence of sustainable organisational
learning Increased professional confidence
(and increased workplace performance) Learning their way to change
(collaboratively and individually)
Zaana HowardInformation and Knowledge ManagerLovell Chen Architects and Heritage Consultants
Mary M. SomervilleUniversity Librarian and DirectorAuraria Library, University of Colorado Denver
© 2008
Thankyou
