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19 Cards in this Set
- Front
- Back
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cultural change |
incrementally vs symbolization & interpretation ` |
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orthogonal Subculture |
not adverse to dominant culture |
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Knowledge management |
creation transfer sharing securement |
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explicit to explicit |
combination |
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TACIT to tacit |
socialization |
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conditions for KM |
psychological, structural & relational you, organization, people you know |
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restraining psychological conditions |
prima donna- downplay team effort empowerment - short term solutions |
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dense neworks |
strong ties, redundant knowledge, high cost, complex knowledge |
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sparse networks |
Exchangeof non-redundant(new) knowledge Exchangeof explicit, but not of tacit knowledge Modest‘costs |
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brokers |
dense networks are more connected so information can be verified enable organizations toattract new knowledge through sparse networks |
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Psychological safety and trust |
Psychologicalsafety and trust prevent knowledge hoarding by individuals or groups |
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Cognitive distance and absorptive capacity |
Cognitive distance and absorptivecapacity determine the structural ability of organizations to share or acquireknowledge across organizational boundaries |
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organizational learning through |
a)bythe learning of its members b)bythe influx of new members who have knowledge the organization didn’t previouslypossess. (single/double loop & learning curve) |
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Superstitious learning |
misattributing success |
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¨Ambiguityof success |
(claiming success prematurely) |
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¨Competencytrap |
(sacrificing double loop learning) - not reflecting on the potentialdown-side of the assessment criteria used |
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Learning organizations |
Learning Organizations experiment more, encourage more tries, permit small failures, encourage internal competition,maintain a rich formal environmentheavily laden with information which spurs diffusion of ideas at work. |
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5th discipline |
-Sharedvision -Teamlearning -Personalmastery -Mentalmodels -Systemsthinking: Complex/nonlinearsystems Leadership: Dispersedthroughout the organization (self-management) & Connectingleaders |
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chaos & complexity theory |
Where organizational learning may stillbe viewed as a relatively stable, though complicated process of change, theconcept of the Learning Organization highlights non-linear, chaotic andfar-from-equilibrium processes of change that are essentially unpredictable (Elements in chaotic systems typicallyonly respond to local circumstances without system-wide information regulatingthe process) |
