The Organizational Learning Cycle: How We Can Learn Collectively

Front Cover
Gower Publishing, Ltd., 1999 - Business & Economics - 240 pages
The Organizational Learning Cycle was the first book to provide the theory that underpins organizational learning. Its sophisticated approach enabled readers to not only understand how, but more importantly why, organizations are able to learn. This new edition takes the original concepts and theories and shows how they might, and are, being put into action. With five new or completely revised chapters, Nancy Dixon describes the kind of infrastructure organizations need to put in place; there are examples of knowledge databases, whole systems in the room processes and after-action reviews originating from organizations that are making real progress with these ideas. A clearer relationship between organizational learning and more participative forms of organizational governance is drawn, along with responsibilities that employees need to take on to enable, and partake in, collective learning. With new case material from BP, the US Army, Ernst and Young, and the Bank of Montreal, for example, this book shows how you can make use of the collective reasoning, intelligence and knowledge of the organization and channel it into its ongoing and future development.
 

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Contents

Introduction
1
A theoretical framework of individual learning
13
The hallways of learning
43
Organizations learn in the hallways
50
Unpredictable outcomes
57
The organizational learning cycle
63
World Health Organization
76
Johnsonville Foods
82
Infrastructure for organizational learning
125
Build infrastructure to support
136
Measure results to capture lessons
146
Measuring organizational learning
155
Developing managers for organizational learning
167
The responsibilities of members in an organization
183
Defining a culture that supports learning
199
Organizational learning and beyond
217

A theoretical framework for organizational learning
93
Collectively interpreting the information
103
Organizational dialogue
110
Changing tacit organizational assumptions
116
Definitions of organizational learning
227
Index
235
Copyright

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About the author (1999)

Nancy M. Dixon is Associate Professor of Administrative Science at The George Washington University. She has worked with numerous organizations to create new innovative methods of workplace learning. She consults with companies such as Lockheed Martin, Unisys and Conoco. Nancy is the author of numerous articles on organizational learning, Action Learning and dialogue and has contributed to a number of books on the subject of Action Learning.

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