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Learning Organizations

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Matthew Zapotochny

on 31 October 2013

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Transcript of Learning Organizations

Learning Organizations and Knowledge Management
Internal Knowledge Markets
-internal knowledge market:forum within an organization that matches knowledge seekers with knowledge sources
-Protected environments where knowledge is traded
-Keeps an organization up to date and maintain and acquire knowledge
-The internal knowledge market can be altered in order to accommodate a changing environment
-3 phases; design and launch, development, and evolution.

Knowledge Life Cycle
-Knowledge management tool
-Used to describe the different stages that knowledge goes through
-Four stages of the life cycle exist: creation, mobilization, diffusion and commoditization
-Each stage can be described in four categories: informal knowledge systems, information technology systems, human resources and external users
Knowledge Management
-Acquisition, sharing, use and storage of information within an organization

-Improving upon existing information and efficiency in controling that information within an organization

-Managing existing intellectual capital to improve production and effectiveness.
Learning Organizations

An organisation that learns and encourages learning among its people. It promotes exchange of information between employees hence creating a more knowledgable workforce. This produces a very flexible organisation where people will accept and adapt to new ideas and changes through a shared vision
Phase 3: Evolution
-Intellectual capital
-Absorptive capacity
-Market changes as user becomes more competent and needs change
-Helps specify the value of information

Phase 1: Design and Launch
-Use Incentives(Intellectual or virtual rewards)
-Adopt a large information base through the masses
-Provide protected spaces
-Protect Strategic information
-Information acquired and shared
Phase 2: Development
-Manage inflows for growth(acquire)
-Manage outflows for stability(storage)
-Decide which information is valuable to the organization
-Unlearn information that has become obsolete
Technology is Not Enough: Improving Performance by Building Organizational Memory
Strategies for Learning From Failures
Misguided beliefs
Go beyond superficial lessons
Report failures
Frame work
Set up structures
Building Blocks of the Learning Organization
There are three broad factors that are essential for organizational learning and adaptability
Supportive Learning Environment
Psychological safety
Appreciation of differences
Openness to new ideas
Time for reflection
Concrete learning processes and practices
The learning processes involve how organizations information:

Leadership that reinforces learning
When leaders actively question and listen to employees—and thereby prompt dialogue and debate—people in the institution feel encouraged to learn
IKS-Build internal networks to allow communication
ITS-The IT department creates forums/flagging programs
HR-Must have ambidextrous employees
ER-Connections with customers to establish experimentation
IKS-Systems should focus on training to encourage use
ITS-Large databases used to communicate to all users
HR-Requires people with good people and communication skills
ER-Customer relations founded on service(differentiate)
IKS-Employees able to freely interact
ITS-Connect people with similar ideas
HR-Hire outside of the box thinkers
ER-Connect to customer/suppliers for ideas/input
Initial idea or piece of knowledge is created by individual
Idea is refined and shared internally across the entire organization
Company makes idea/knowledge public and sells it to customers
IKS-Have little value at this point as idea is now common knowledge
ITS-Focus is to stay current/constantly update
HR-Less people are needed and some might focus on other projects
ER-Focus on industries where the concept is not developed yet
Company manages existing knowledge and influences it's use
Product Life Cycle Diagram
Absorptive Capacity
-Ability to recognize the value of new information, assimilate it, and use it for value-added activities
Human capital
-Stock of knowledge, skills, and abilities among employees that provides economic value to the organization
- Without knowledgable employees useful information can become wasted
Acquisition and Use of Knowledge
- New knowledge keeps organizatiopns moving forward
- Creates innovations
- Valuable asset for any organization
- Without new information organizations wouldn't grow
Greater number of mistakes= more knowledge
Easier to solve problems
Employee turnover
Manager's Role
Ensure sharing
Key steps
Encouraging Experimentation
Four Drives:
Desire to acquire
Desire to learn
Relationship between blame game:
Locus of control
Self serving bias
Relationship between learning from failures:
Absorptive capacity
Intellectual Capital
Human Capital
Structural Capital
Need to function
Quick, easy, available
Minimal learning
System and Process
Cycle- open system perspective
Based on feedback = learning
Effect on behaviour
Member-seniority rewards
Job status
Product and Service
Talk, dress, how product works
Changes = new learning opportunities
Knowledge Management
Acquiring, sharing, using and storing
Turn to colleagues before database
Comfort and trust
Manager's Role
Ensure comfort and trust
Acquiring, sharing, using, storing
Tools and conditions
Frustrating and discouraging
Comfortable and trust
Attitudes and emotions
Safe and comfortable environment
IMPORTANT - using and share
Employees leave- exit interview
Treat employees as assets
Learning Organizations and
Knowledge Management

Chris Browne
Tim Coffey
Heidi McAuley
Enrique Paraco
Sarah Russel
Matt Zapotochny
Full transcript