Organizational Learning[OL，组织学习]

知识中心

什么是组织学习？ 释义

Chris Argyris和Donald Schön在1978年给组织学习（OL）所下的定义是： “诊断和改正组织错误”。 1985年，Fiol和Lyles对“学习”做了更为准确的定义，“通过汲取更好的知识，并加深理解，从而提高行动的过程”。 Dodgson对组织学习的描述是： 企业围绕自己的日常活动和企业文化，构建知识体系，补充知识技能以及组织例行公事的一种方式；组织通过广泛运用员工所掌握的各项技能，从而发展组织效能的一种方式。 (1993)。 Huber指出，如果信息交换时组织的潜在行为范围发生变化了变化，那么学习活动在这一变化过程中就已经产生了。

Dodgson指出，所谓学习型组织就是那些为了提高和最大化组织学习，而有目的地进行学习框架构建和战略设计的组织（1993）。 当下，学习型组织的概念日益盛行，因为越来越多的组织都意识到与时俱进、不断变革的重要性。 学习是一个动态概念，它强调的是组织的一种持续变革的特征。 现在，对于学习活动的关注重点已经从个人学习转移到了组织学习。 众所周知，学习是个人成长的要素， 学习对组织成长同样重要。 作为个人集合体的组织，必须以一种适当的形式、流程来保证组织学习，从而应对不断变化的环境。

当然，组织学习绝不仅仅是个人学习行为的总和（Dodgson，1993；Fiol & Lyles，1985） 。 当组织成员离开时，组织的学习能力并不会因此遭受损失。 组织学习会对组织记忆（Organizational Memory）发挥巨大的贡献作用。 因此，组织学习不仅会影响当前的组织成员，而且会对未来成员发生影响，这归功于通过组织学习所累积起来的组织历史、组织经验、组织规则以及组织故事。 “对于任何组织而言，创造一个学习型组织，仅仅是一半的挑战”（Prahalad & Hamel, 1994）， 同等重要的是，要构建一个“非学习型组织”。这一貌似荒谬的概念言下之意是，一个学习型组织也必须要学会忘记部分历史。 学习活动正是在各种因素的冲突中产生的（Dodgson，1993）。
 

三种类型的组织学习（Argyris & Schön）

1. 单循环学习（Single-Loop Learning）。 单循环学习是指，发现并改正组织错误，使得组织能够保持当前政策，去实现既定目标。 根据Dodgson（1993），单循环学习可以被视作为一种将组织所需得知识、技能或规则植入组织，同时不改变组织现有形态特征的组织活动。 单循环学习亦被其他学者指称为“低层次学习”（Fiol & Lyles，1985）、“适应性学习”“复制式学习”（Senge，1990）、或“非战略性学习”（Mason，1993）。
2. 双循环学习（Double-Loop Learning）。 双循环学习是指，除了发现并改正组织错误外，并且对组织现有的规范、流程、政策以及目标提出异议和修正。 双循环学习包括对组织的学习基础、特殊能力、例行常规进行变革（Dodgson，1993）。 双循环学习亦被其他学者指称为“高层次学习”（Fiol & Lyles，1985）、“创造性学习”“拓展型学习”（Senge，1990）、或“战略性学习”（Mason，1993）。 根据Mason，战略性学习就是组织与所处环境相适的一种努力过程，在此基础之上，组织才能够充分占有各种资源，并以这些资源去追逐、拓展并实现组织目标 （1993：843）。
3. 第二次学习（Deutero-learning）。 当组织知道如何执行单循环学习和双循环学习的时候，组织就开始了第二次学习的过程。 如果组织对于学习无意识的话，就不会有前两种学习。 “只有认识到无知，才会产生学习的动机”（Nevist et al，1995）。 这意味着在促进学习之前，需要找到学习导向、方式、流程以及结构等学习促进因素。 Nevis等人（1985）找到了七种学习方式和十种影响学习的促进因素。 例如，其中一项促进因素就是，找出目标业绩与真实业绩之间的差距。 认识到到这一差距后，组织就能够想到学习，以及想到创造适合学习的环境和流程。 这同样也会使组织意识到这样一个事实，冗长的积极反馈、或者是沟通交流事实上会阻碍组织学习（Argyris，1994）。

双循环学习与第二次学习都非常关心组织为什么要变革和如何变革，而单循环学习则被动接受变革，不做深层思考。 Dodgson指出，组织学习的类型还取决于组织学习所存在的不同组织部门。 不同的学习活动可能出现于不同的组织功能部门，如研发、设计、工程、制造、市场、行政、以及销售，等等。

论坛 新主题 组织学习论坛。 How to Boost your Personal Learning Ability? Our world is changing at an ever-increasing pace, and we must learn faster to keep up. But learning is painful for most (...) 15   6个反应 Dweck's Growth Mindset for Individuals Psychologist Carol Dweck developed the concept of "growth mindset" and popularised it in her book, Mindset: The New P (...) 13   8个反应 Organisation Learning Gap Analysis? Is there any measure to identify gaps (and work out an action plan) for organisation learning? (...) 8   2个反应 Recent article on Execution as Learning You may want to read the recent HBR article by Amy Edmondson on Execution as Learning, which is building on elements of (...) 7   1个反应 Value of Learning Culture What is the value to organizations in creating a learning organizational culture? How can organizations work towards cr (...) 7   0个反应 Learning Organization & TQM The relationship between learning organization and Total Quality Management (TQM) is cause-and-effect. Learning is an in (...) 6   1个反应 Organizational Learning from Failures: The Return on Failure Ratio Over the last decades, innovation and creativity have become critical skills for achieving success. A 2015 Boston Consul (...) 5   0个反应 Informed Decisions in Rapid Change If organizations have to make informed decisions in rapid change, then what kind of organizational learning process shou (...) 5   0个反应 To Trigger Innovation and Organizational Learning, you need to Accept Creative Errors Today�s dynamic business environment provokes an increasing pressure for companies to innovate in order to stay competit (...) 4   1个反应 The Value of Contextual Awareness in Organisation Learning I think that even though learning by experience, though execution of similar projects, will be a valuable asset in solvi (...) 4   4个反应 Implementing Organizational Learning I appreciate the concept of organizational learning. Its operationalization has been a problem. Many times it has been r (...) 4   1个反应 Imperatives of Organisation Learning Types Kurt Lewin's model of unfreezing, moving & refreezing would further reinforce the points put forward by Prahalad, Hamel (...) 3   4个反应 How to Grow Organization Learning with Rapid Changes of Technology? Companies that will be successful with OL need to identify what methods need to be adopted with current technology to en (...) 3   1个反应 Best Practices to Sustain the Impact of Learning in Organisations Training and development are a critical factor in organizational development. However, how can we sustain the impact of (...) 3   0个反应 The Focus of Organizational Learning Departments Has to Change Organizations have to change and have to become better at changing. As a result, the way of working of the Organization (...) 2   0个反应 Applications and Usages of Organisational Learning In what forms is organisation learning applied in the various organisations? I'm trying to create a list of the main way (...) 2   0个反应

最佳实践 注册 关于组织学习的最高评价的讨论主题。在这里你会找到最有价值的思路和切实可行的建议。 Why Apply Organizational Learning in Organizations? Organizational learning is a social process, involving interactions among many individuals leading to well-informed deci (...) 19   19个反应 The Goals of Organization Learning are Changing Organizations have to change and not only that - they have to become better at it. This means the goals of organizationa (...) 16   12个反应 Individual and Organizational Learning What is the relationship between individual and organizational learning? (...) 7   5个反应 How do You Measure Organizational Learning? In a learning organization, how do you go about measuring organizational learning? Or is the learning organization just (...) 6   7个反应

专家提示 注册 关于Organizational Learning（英语）的高级见解。在这里，您将找到专家的专业建议。 Barriers that Hinder Effective Knowledge Sharing Effective Knowledge Sharing, Pitfalls to Avoid, Knowledge Management Implementation According to Chris Collison, there are seven common barriers or syndromes that hinder effective knowledge sharing and se (...) Positive Effects of Age Diversity on Company Productivity and (Tacit) Knowledge Sharing Tacit Knowledge Transfer, Organizational Learning, Incentive Management Backes-Gellner and Veen (2013) outlined the main advantages of having a diverse workforce within a company. The followin (...) How to Identify and Map Knowledge Knowledge Identification, Knowledge Capturing, Knowledge Storage In his article �Knowledge Mapping: The Essentials for Success�, Wesley Vestal provides following six tips to identify an (...) Capturing Learned Lessons How to Capture Organizational Learning? Best Practices Knowledge from bad and good experiences will lead you and your organization to better future performance. You can improv (...) Critical Activities to Build a Learning Organization Implementing Organizational Learning, Best Practices Learning organizations are distinguished because they are undertaking certain activities to foster the internal learning (...) The Relationship between Organizational Learning and Performance Tensions and Remedies In a paper by Sara J. Singer and Amy C. Edmondson of HBS, the complexities of the relationship between learning and perf (...) Key Behaviors of Innovative Organizations Innovation Management, Culture Change, Organizational Change, Innovative Culture, Organizational Culture Many large-scale attempts to make organizations more innovative are experiencing organizational inertia, barriers and/or (...) How to Become a Self-tuning Enterprise: Advanced Experimenters Organizational Agility, Strategic Agility, Real Options, Emergent Strategy In an HBR article of June 2015, Reeves, Zeng and Venjara argue there's a new way to apply algorithmic principles that en (...) How Culture Levels Explain Failures in Organizational Learning and Innovation Improving Organizational Learning, Organizational Innovation, Changing Organization Cultures Schein (as cited by Bertagni et al., 2010) tries to elaborate on the question why organizational innovations often fail (...) Additional Definitions of Organizational Learning Organizational Learning There is still a great deal of disagreement on what constitutes organizational learning. Most scholars view organization (...) What are Smart Creatives? Traits R&D, Product Development, Service Development, Strategy, Innovation, HR, Career Management To accommodate the strategic demands of the internet age, clever, creative knowledge workers are needed in product/servi (...) Generating New and Useful Ideas in Innovation: Avoiding the Primal Mark Innovation, Creativity, Organizational Innovativeness, Lateral Thinking, Out of the Box Thinking, Avoiding Anchoring In today's dynamic environment, to stay competitive continuous innovations and new ideas are important. For a creative i (...) Knowledge Management Scope Knowledge Management, Level of Know-how Research by Deishin Lee (HBS) and Eric Van den Steen (MIT) shows that recording mediocre know-how can actually be counte (...) Components of Learning Agility Organizational Agility, Organizational Learning, Knowledge Management One of the critical factors for achieving organizational agility is learning agility, which refers to the ability and ea (...) Knowledge Management Focal Point Knowledge Management Focus Research by Deishin Lee (HBS) and Eric Van den Steen (MIT) shows that information about successes is typically more usef (...)

信息来源 注册 有关组织学习的各种信息来源。在这里，您将找到Powerpoint，视频，新闻等可用于您自己的讲座和讲习班。

比较： Organizational Memory[组织记忆]  |  Bridging Epistemologies[桥接认识论]  |  Knowledge Management[知识管理] (Collison & Parcell)  |  SECI model[SECI模型]  |  Gestalt Theory[格式塔理论]  |  Action Learning[行动学习法]  |  Intellectual Capital Rating[智慧资本评级]  |  Levels of Culture[文化层次]  |  Change Phases[变革阶段]  |  Organic Organization[有机式组织]  |  Changing Organization Cultures[组织文化变革法]  |  People-CMM[人力资源能力成熟度模式]  |  MAGIC[MAGIC项目]  |  Experience Curve[经验曲线]  |  Team Management Profile[团队管理剖面]

返回到分类主页： 变革与组织  |  人力资源管理  |  知识与无形资产

更多管理方法、模型和理论