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Lecture 5 organisational learning
Lecture 5 organisational learningmoduledesign
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This document discusses organizational learning and knowledge management. It begins by outlining the learning objectives of explaining individual and team learning theories, distinguishing between knowledge acquisition, distribution, interpretation and organizational memory, and assessing the role of politics in organizational learning. It then covers various models of individual and organizational learning, including Kolb's learning cycle, single-loop and double-loop learning. It also discusses concepts like sensemaking, absorptive capacity, unlearning and organizational routines. The document is intended to provide foundational information on these topics to students taking a course on knowledge management.Knowledge management & organizations
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The document discusses the characteristics of a learning organization and strategies for guiding change processes within such an organization. It states that a learning organization is people-oriented, conducive to learning, and aims to transform and empower its members. It provides guidelines for leading change, such as understanding people's backgrounds and allowing for disagreement. Systems thinking and distinguishing issues from people are also recommended for managing conflict. Learning is positioned as an ongoing personal endeavor central to a learning organization.Organizational Learning
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1. Organizational learning is a process that enables organizations to better use the knowledge of their members to make business decisions.
2. It involves facilitating collaboration within the organization to encourage continuous improvement, empowering members to work as a cohesive team.
3. Key aspects of implementing organizational learning include encouraging lifelong learning, implementing team learning, and using increased knowledge to create new opportunities.Organisational Learning
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2. It also covers advanced search tools, voice over internet protocol (VOIP) for communication, and knowledge portals to integrate different information sources.
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This document discusses the concept of a learning organization. It defines a learning organization as a company that facilitates learning among its members and continuously transforms itself. It notes that the concept was coined by Peter Senge and others. The document outlines the nature, characteristics, core areas, and levels of learning organizations. It also discusses how to create a learning organization by establishing commitment to change, eliminating boundaries, developing a culture of openness, and incorporating employees into organizational challenges.Knowledge Management Overview
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1) An after-action review evaluates and captures lessons learned through an informal discussion after a project or activity.
2) A case study provides key qualitative and quantitative information from a project through a structured written examination.
3) A community of practice is a network for people with common interests or problems to explore solutions and share ideas and good practices.
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Shop, Upcoming: Final Notes to Review as we Close Level One. Make sure to review the orientation and videos as well. Theres more to come and material to cover in Levels 2-3. The content will be a combination of Reiki and Yoga. Also energy topics of our spiritual collective.
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The document discusses various knowledge management (KM) tools and practices, emphasizing the importance of selecting suitable tools aligned with company objectives and knowledge processes. It outlines methods for knowledge capture, codification, sharing, distribution, and evaluation, highlighting the significance of IT and non-IT tools in effective KM. The document also presents a framework for understanding the relationship between knowledge domains and the associated methodologies and tools.Learning organization
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This document discusses the concept of a learning organization. It defines a learning organization as a company that facilitates learning among its members and continuously transforms itself. It notes that the concept was coined by Peter Senge and others. The document outlines the nature, characteristics, core areas, and levels of learning organizations. It also discusses how to create a learning organization by establishing commitment to change, eliminating boundaries, developing a culture of openness, and incorporating employees into organizational challenges.Knowledge Management Overview
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The document defines and describes various knowledge management tools and techniques including:
1) An after-action review evaluates and captures lessons learned through an informal discussion after a project or activity.
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3) A community of practice is a network for people with common interests or problems to explore solutions and share ideas and good practices.
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油
The document discusses the key aspects of building a learning organization. It defines a learning organization as one that is skilled at problem solving, experimentation, learning from experience and others, and sharing knowledge. It identifies three critical factors for effective implementation - meaning, management, and measurement. It provides details on systematic problem solving as the first building block, emphasizing a scientific approach using data, tools, and asking the 5W questions. An example of Xerox's problem solving process is briefly analyzed.Knowledge management and learning organization
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Knowledge management and learning organizations were discussed. Knowledge was defined as representing reality based on adequate grounds. Knowledge management focuses on people who create and use knowledge, and the processes and technologies for knowledge creation, storage, and access. A learning organization is one where people continually expand their capacity to achieve desired results through shared visions and mental models, team learning, and personal mastery. Key benefits of knowledge management and learning organizations include competitive advantage through innovation and avoiding reinventing solutions.Role of hr in knowledge management final ppt
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1. Knowledge management aims to leverage collective wisdom to increase organizational responsiveness and innovation through the continuous flow of knowledge to the right people at the right time.
2. It involves strategies, tools, and techniques for managing both explicit knowledge that is recorded as well as tacit knowledge that resides within people.
3. Knowledge management has its roots in the recognition that much of an organization's valuable knowledge walks out the door, and emerged as a field in the 1980s with the proliferation of information technology.The learning organization presentation
The learning organization presentationrosinmary
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Peter Senge is an American scientist and author born in 1947. He introduced the concept of a learning organization in his 1990 book "The Fifth Discipline". A learning organization facilitates the continuous learning of its members to transform itself. It is a place where people discover how they create their reality. Organizational learning is important for companies to adapt to changing environments, improve skills and communication, and overcome weaknesses. Key components of learning organizations include systems thinking, personal mastery, mental models, shared vision, and team learning.Knowledge Management Presentation
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The document discusses knowledge management (KM) and its benefits. KM is defined as enabling individuals and teams to collectively create, share, and apply knowledge to achieve objectives. Benefits include reduced time-to-market, increased revenue and profit margins. Examples show companies saving billions through KM. Knowledge is formed from data and information, and can be explicit or tacit. Tacit knowledge is stored in people's minds while explicit knowledge is written down. KM tools and communities of practice help capture and share knowledge.Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...
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A learning organization is defined as one that creates, acquires, and transfers knowledge effectively, fostering an environment of continuous improvement and individual growth. Key aspects include strong leadership, a shared vision, systems thinking, and a culture that values trust and open communication. Barriers such as operational preoccupation and lack of empowerment can hinder the development of such organizations.Knowledge Management Lecture 4: Models
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The document discusses various knowledge management models, including Nonaka and Takeuchi's framework, which emphasizes the processes of socialization, externalization, combination, and internalization in knowledge creation and sharing. It also covers concepts such as bounded rationality and Wiig's model that highlights the importance of knowledge completeness, connectedness, and congruency. Additionally, the document categorizes knowledge types into public, shared expertise, and personal knowledge.Practical Project Management - full course
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The three key principles of project management are planning, communication, and risk management. Planning involves defining the project activities, schedule, resources, and dependencies. Communication involves regularly informing all stakeholders about the project. Risk management involves identifying, evaluating, and mitigating potential risks to the project. Regular monitoring and adaptation are also important aspects of effective project management.Vision, Mission, Goals and Objectives: What's the Difference?
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