Organizational learning
process of creating, retaining, and transferring knowledge within an organization
Organizational learning is the process of creating, retaining, and transferring knowledge within an organization. An organization improves over time as it gains experience. From this experience, it is able to create knowledge
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Quotes
edit- Human beings hold two types of theories of action. There is the one that they espouse, which is usually expressed in the form of stated beliefs and values. Then there is the theory that they actually use; this can only be inferred from observing their actions, that is, their actual behavior.
- Chris Argyris and Donald Schön (1999). On organizational learning. p. 126
- Many companies are not driving significant business value from the digitized platforms they build as part of their enterprise architecture initiatives. Our 2011 survey of 146 senior IT leaders found that the companies that benefit from their platforms' efforts are consistently relying on four architecture-related practices that encourage organizational learning about the value of enterprise architecture: 1) making IT costs transparent, 2) debating architectural exceptions, 3) performing post-implementation reviews, and 4) making IT investments with enterprise architecture in mind.
- Jeanne W. Ross & Anne Quaadgras (2012) "Enterprise Architecture Is Not Just for Architects," Massachusetts Institute of Technology, Vol. XII, No. 9, September 2012.
- Real learning gets to the heart of what it means to be human. Through learning we re-create ourselves. Through learning we become able to do something we never were able to do. Through learning we reperceive the world and our relationship to it. Through learning we extend our capacity to create, to be part of the generative process of life. There is within each of us a deep hunger for this type of learning.
- Peter Senge, The Art and Practice of the Learning Organization (1990)
- Another group at MIT and Harvard University developed the notion of “organizational learning.” Chris Argyris and Donald Schön were the key figures in this group. Argyris was a student of Kurt Lewin, who was a participant in the Macy Foundation meetings that were chaired by Warren McCulloch.
- Stuart A. Umpleby and Eric B. Dent. "The origins and purposes of several traditions in systems theory and cybernetics." Cybernetics & Systems 30.2 (1999): 79-103.
- If an organization is to learn anything, then the distribution of its memory, the accuracy of that memory, and the conditions under which that memory is treated as a constraint become crucial characteristics of organizing.
- Karl E. Weick (1979; 206), cited in: James P. Walsh and Gerardo Rivera Ungson. "Organizational memory." Academy of management review 16.1 (1991): 57-91.
