Knowledge Management From Harvard Business Review Harihur Dsilva MIS Graduate Student.
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Towards a learning organization Theme 1 - Managing creative and
learning group processes.
Theme 2 - “Five disciplines”: mental models and systems thinking, shared vision, personal mastery, and team learning
Teaching Smart People How To Learn
Article by –Chris Argyris Professor Emeritus Harvard Business School Published –May:June-1991
Two Mistakes Learning Dilemma:Competitive Success
depends on learning but most people don’t know how to learn
Effective Learning = The way people reason about their behavior
First: Define Learning as mere “Problem Solving” Single Loop and Double Loop Learning.
Second: Thinking that getting people to learn is a matter of motivation
How Professionals Avoid Learning “Professionals embody the learning
dilemma…” Defensive Reasoning can block Learning Teaching people how to reason about
their behavior Continuous Improvement did not click
with the consultants Defensiveness had become a reflexive
routine Dynamics of Defensive Learning
Defensive Reasoning and The Doom Loop “The very success of professionals at
education helps explain the problems they have with learning”
It is impossible to reason anew in every situation.
Theory of Action- Set of Rules that individuals use to design and implement their own behavior.
Paradox of human behavior Theory in use
Governing Rules for in-use Theories Four basic values
To remain in unilateral control Maximize winning and minimize losing Suppress negative feelings Be rational
Defensive reasoning encourages individuals to keep private premises, inferences and conclusions and not test them.
Doom loop or Doom Zoom Attributions are not tested so defensive
reasoning is closed loop Not experienced embarrassment or
sense of threat that comes with failure “Performance evaluation is tailor-made
to push professionals into the doom loop”
Productive loner Features of fair performance evaluation
Learning How To Reason Productively “Until senior managers become aware of
the ways they reason defensively, any change activity is likely to be just a fad.”
People can be taught how to recognize the reasoning they use.
Connect the teaching program to real problems
“Learning to reason productively can be emotional-even painful. But the payoff is great”
Grab The Opportunity “To question someone else’s reasoning
is not a sign of mistrust but a valuable opportunity for learning”
Reflecting undefensively about his own role in a problem makes it possible for professional to talk without whinning
The insights they gain will allow them to act more effectively in the future
Innovation and Thinking Innovation takes place when
different ideas, perceptions, and ways of processing and judging information collide.
Comfortable Clone Syndrome
How We Think Creative Abrasion Cognitive Differences Myers-Briggs Type Indicator (MBTI) Herrmann Brain Dominance
Instrument (HBDI)
How We Act Understand Yourself
Style can stifle creativity Hire , Work With and Promote People
who make you uncomfortable.
Forget The Golden Rule “In a cognitively diverse
environment, a message sent is not necessarily a message received”
Create Whole-Brained Teams- innovative problem solving is enhanced by totally different perspectives.
Look For The Ugly Duckling “Successful managers spend time
getting members of diverse groups to acknowledge their differences”
Process of Creative Abrasion Making sure that everyone is at the
front of the bus and talking. Clarify why you are working together Make Operating guidelines explicit Set up an Agenda
Depersonalize Conflict Caveat Emptor
Energy released by the intersection of different thought processes will propel innovation.
How To Make Experience Your Company’s Best Teacher
Art Kleiner
George Roth
Published – September:October 1997
Approach to Institutional Learning Learning History is a written narrative of a
company’s recent set of critical episodes. Right Hand Column- Relevant events
described by people who took part in them Left Hand Column-Analysis and
Commentaries by Learning Historians. Learning history Is as much as a process
as it is a product
Advantages of Learning History Build Trust
Opinions Counted Visibility for People Collective Reflections
Removes inhibition to raising issues Transfer Knowledge from one part of
the company to another Builds a body of knowledge about
management
Opinion Article 1-Defensive Reasoning1. People with high levels of education have
learned to play the learning game. 2. They can't or won't admit they don't know
something because in essence they would have to admit failure.
3. They become defensive in the face of failure and rationalize the blame for failure rather then looking for the root cause and examining their own involvement in the failure.
Opinion Article 2-Whole Brain
A majority of the work in the corporate world all over the world gets done in teams.Knowledge workers from diverse backgrounds need to synergize to achieve team goals.
Article 3- Learning History The technology available now facilitates capture
of learning history viz. Blogs, Microsoft SharePoint Portal.This will help the concept to flourish.
Critique
Consequences Limitations
Application of Continuous Improvement to Learning of Professionals
Two decades later, in the current dynamic business context, teaching smart people to learn is even more difficult
Seminal Work which helped create the field of knowledge management
Metrics for measurement of success of the methodology are inadequate.
New Thinking Article 1- Smart Learning
Learning involves the detection and correction of error.
GoverningVariable
Action Strategy
Consequences
Double Loop Learning
Single Loop Learning
Reference Smart Learning to Learn
Smith, M. K. (2001) 'Chris Argyris: theories of action, double-loop learning and organizational learning', the encyclopedia of informal education, www.infed.org/thinkers/argyris.htm
Using The Whole Brain Inside Knowledge- Volume 10, Issue 3-
November 2006 Learning History Process
http://www.solonline.org/res/wp/18001.html#8
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