Organizational Learning School Flashcards
3 reasons why organizational learning is poorly linked to strategy:
Crossan and Berdrow (2003)
- Too narrow conceptualization of organizational learning (Emergent (random, trial&error,) Rational and Cognitive Processes)
- Failure to address the fundamental tension of strategic renewal; between exploration and exploitation
- Not enough empirical application and testing
The 4L organizational framework
Crossan and Berdrow (2003)
1. Intuiting Individual 2. Interpreting Group 3. Integrating Organization 4. Institutionalizing
4L intuiting
Crossan and Berdrow (2003)
the preconscious recognition of the pattern/ or possibilities inherent in a personal stream of experience. (Which processes? Depends on individual)
> Experiences, images, metaphors
4L interpreting
Crossan and Berdrow (2003)
The explaining, through words and/or actions of an insight or an idea to one’s self and others. (Who determines what will be shared?)
> Language, cognitive map, conversation/dialogue
4L integrating
Crossan and Berdrow (2003)
develop shared understanding among individuals and of taking coordinated action through mutual adjustment (collective action). (People will need resources and skills in leveraging those resources= Politics)
> Shared understanding, mutual adjustment, interactive systems
4L institutionalizing
Crossan and Berdrow (2003)
embed into organizations through systems, structures, procedures and strategy.
> Routines, diagnostic systems, rules and procedures
4L exploitation
Crossan and Berdrow (2003)
institutional learning
4L exploration
Crossan and Berdrow (2003)
feedforward & feedbackward loop (intuiting, interpreting, integrating)
Feedforward & feedbackward?
Crossan and Berdrow (2003)
Feed forward is the learning process that moves from individual learning to group, to organization.
Feed backward is the impact of organization-level learning on individual and group-learning.
Summary 4L framework (5)
Crossan and Berdrow (2003)
1) recognizes the tension between assimilating new learning (exploration) and using what has already been learned (exploitation);
(2) examines three levels of learning and the relationship amongst the levels;
(3) identifies processes that link the levels;
(4) links these processes to strategic renewal;
(5) recognizes that organizational learning involves an interaction between cognition and action.
Wat does Lawrence add to the paper of Crossan and Berdrow?
Lawrence et al (2005)
Lawrence et al. distinguish between social psychological processes and social political processes
> and that an examination of these different forms of power provides a basis for understanding why some insights become institutionalized while others do not.
What social psychological processes (Crossan & Berdrow) and social political (power) processes are linked together?
Lawrence et al (2005)
- intuition is linked with discipline,
- interpretation with influence,
- integration with force,
- institutionalization with domination
The 3 reasons for connecting power to learning:
Lawrence et al (2005)
- It has been ignored in previous research
- Organizations are always political, any process without involving politics is incomplete.
- Power and politics might explain why some organizations are able to learn and why some useful innovations are used by organizations.
The 4I model is important because (3):
Lawrence et al (2005)
- Multilevel (group, individual, organizational)
- Dynamic- bridges levels
- Clear mechanisms that allow learning to feed forward to the organizational level and feed back to the individual.
Episodic vs Systemic power
Lawrence et al (2005)
Episodic power: discrete, strategic political acts initiated by self-interested actors.
Systemic power: works through routines, the ongoing practices of an organization.
For episodic power this is: Influence & Force
For systemic power this is: Domination & Discipline
