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Demystifying Organizational Learning
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Demystifying Organizational Learning

First Edition


June 2006 | 296 pages | SAGE Publications, Inc
This book presents a solid, research-based conceptual framework that demystifies organizational learning and bridges the gap between theory and practice. Using an integrative approach, authors Raanan Lipshitz, Victor Friedman and Micha Popper provide practitioners and researchers with tools for understanding organizational learning under real-world conditions.   

Key Features:
  • Tackles the problem of mystification: A clear message is presented that organizational learning and related concepts have been mystified in a way that is unnecessary and dysfunctional to both theory and practice. This book provides a unique set of tools for understanding, promoting, and studying organizational learning.
  • Introduces an integrative theme that addresses three key questions: How can organizations actually learn? What is the key for productive organizational learning? When is productive organizational learning likely to occur? Answering these questions is the key to clarifying the conceptual confusion that plagues the related fields of organizational learning, learning organizations, and knowledge management.
  • Illuminates organizational reality: All of the concepts presented in the book are illustrated through concrete case examples. Detailed analyses are provided of both successful and unsuccessful applications of organizational learning. In addition, examples of interventions to develop organizational learning are included to help managers and consultants.  

Intended Audience: This book is designed for advanced undergraduate and graduate courses such as Organizational Learning, Knowledge Management, and Organizational Behavior in the departments of Management, Organizational Behavior, Psychology, and Sociology.


 
Preface
 
Part 1: Introduction
 
Chapter 1: Demystifying Organizational Learning
The Mystification of Organizational Learning

 
Demystification

 
The Facets of Organizational Learning

 
Applying the Multi-Facet Model

 
How to Read This Book

 
To Sum Up

 
 
Part 2: The Multi-Facet Model
 
Chapter 2: Organizational Learning Mechanisms
Types of Organizational Learning Mechanisms

 
Off-Line/Internal OLMs

 
Online/Internal OLMs

 
Off-Line/External OLMs

 
Online/External OLMs

 
Mechanisms, Technologies, and Choosing the "Right" OLM

 
 
Chapter 3: The Cultural Facet: The Key to Productive Learning
Cultural Islands of Learning

 
The Norms of a Learning Culture

 
Demystifying Culture and Organizational Learning

 
 
Chapter4: The Psychological Basis of Productive Learning
Psychological Threat and Psychological Safety

 
Organizational Learning as a Source of Psychological Threat

 
Defensiveness and Defensive Routines

 
Psychological Safety and Trust

 
Creating Psychological Safety

 
Commitment to the Organization

 
 
Chapter 5: The Context of Organizational Learning
Environmental Uncertainty

 
Task Uncertainty

 
Task Structure

 
Proximity to the Organization's Core Mission

 
Organizational Structure

 
 
Chapter 6: Organizational Learning and Managerial Channels of Influence
Instituting OLMs

 
Tolerance for Failure

 
Commitment to the Workforce

 
Manager's Behavioral Channels of Influence

 
 
Chapter 7: The Dissemination of Knowledge
The Problem of Dissemination

 
The Source of Knowledge

 
The Recipient of Knowledge

 
The Relationship Between Source and Recipient

 
Understanding Knowledge

 
Dissemination Mechanisms

 
Attributes of the Organizational Context

 
Demystifying Dissemination

 
 
Part 3: Applying the Model
 
Chap 8: Inside an OLM: Postflight Reviews in the Israeli Air Force
Learning Functions

 
Social and Control Functions

 
Psychological Functions

 
Psychological Safety and Learning Culture in a High-Threat Environment

 
What Can Managers Learn From Postflight Reviews?

 
 
Chapter 9: Is Training Organizational Learning?
Computer Chips International

 
Johnsonville Foods

 
Motorola University

 
Dell Learning

 
Bell Labs

 
Discussion and Lessons Learned

 
 
Chapter 10: High-Quality Organizational Learning: Why Do Some After-Action Reviews Work and Others Don't?
Low-Quality After-Action Review

 
High-Quality After-Action Review

 
 
Chapter 11: Demystiying the Learning Organization I: The Case of Hewlett-Packard
HP' Work Innovation Network (WIN)

 
The HPC Knowledge Management Initiative

 
Why Did WIN Die and the KM Inititative Live?

 
Demystifying the Learning Organization

 
 
Chapter 12: Demystifying the Learning Organization II: The Case of Chaparral Steel
Organizational Learning Mechanisms at Chaparral

 
Productive Learning at Chaparral Steel

 
The Contextual Facet

 
Conclusion

 
 
Chapter 13: Putting the Multi-Facet Model Into Practice
Background

 
Designing the Organizational Learning Process: An Action Science Approach

 
Ending the Formal Organizational Learning Intervention

 
Epilogue

 
Demystifying the Organizational Learning Process

 
 
Chapter 14: Before We Go...
 
References
 
Index
 
About the Author
Key features

 

·         Presents a clear message that organizational learning and related concepts (the learning organization, knowledge management, organizational memory and absorptive capacity) have been mystified in a way that is unnecessary and dysfunctional to both theory and practice.

·         Presents a research-based conceptual framework designed to demystify these concepts. It is not a cookbook, an inspirational tract, nor purely academic research.  Rather it provides both practitioners and researchers with tools for understanding, promoting, and studying organizational learning under real-world conditions. 

·         Appeals to the growing audience of people interested in making sense of organizational learning.  It will show them how every organization actually learns and how this learning can be made more productive. 

·         Will demonstrate how research on organizational learning can be related to organizational reality in board-rooms and production floors

Sample Materials & Chapters

Chapter 1

Chapter 3

Chapter 5


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