The Manager's Pocket Guide to Organizational Learning by Stephen G. Haines

By Stephen G. Haines

Cutting-edge agencies are within the studying enterprise. staff needs to take up a continuing provide of recent details and use it on their paintings despite their place. Organizational studying is the method of forming and making use of collective wisdom to difficulties and wishes. firms study via 5 major actions: 1) systematic challenge fixing; 2) experimentation with new methods; three) studying from their very own adventure; four) studying from the reports and most sensible practices of others; and five) moving wisdom speedy and successfully during the association. Organizational studying calls for consistent reexamination of the effectiveness of one's principles whereas carrying out a long term attempt to alter the behaviors and practices of people, teams, and the association as an entire. This pocket advisor can assist you to in those initiatives. it's meant as a convenient, easy-to-use reference to help you determine precious studying ideas which you could then adapt in your specific situations.

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Haines. Amherst: HRD Press, 1998, p. ) 27 weewew C HAPTER IV Managers as Model Learners As a manager, your role must be to model organizational learning behavior. If you want others to be constantly learning, you must set an example for them. If you say that you want teams to reflect on their actions, derive lessons from their experiences, and share these lessons with others, then you must do this yourself, and make this visible to the group. To create a community of learners, leaders must be learners themselves.

Organizational learning, however, is different. Organizational learning at the individual level is about: • Discovering how you work and learn best. • Achieving greater awareness of your own values and goals. • Achieving greater awareness of what you do well and what you need to improve. • Balancing work, family, and leisure activities. • Knowing how you fit into the direction of the organization. 35 The Manager’s Pocket Guide to Organizational Learning • Knowing what you have to do to help the organization succeed.

Becoming a true learner may be the most difficult shift that a leader makes. (Daniel H. Kim, 1993) Chris Argyris said this about learning in Teaching Smart People How to Learn: “Success in the market-place increasingly depends on learning, yet most people don’t know how to learn. ” He is referring to highly educated professionals who hold key leadership positions. Often, they learn just enough to make incremental improvement in a process. Managers as well as employees, he writes, must “. . ” Argyris argues that managers need to think differently if they want to break down defensive reasoning.

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