By Prem Kumar, Phil Ramsey
ISBN-10: 9812771921
ISBN-13: 9789812771926
Studying and acting is a topic that has profound effect on our effects and activities because it cuts throughout all fields of research. whereas appearing is set assembly the calls for put upon us, studying increasing the potential for destiny calls for. daily successes and screw ups are basically as a result of the means we research and practice. greater than simply activities, it's a set of values which are primary to the winning operation of organisations, key dimensions round which organizational cultures shape. regrettably, it truly is like a dance that's going flawed in companies world wide: we now have been following a similar development for therefore lengthy that we're now suffering to set up higher methods of going approximately it.This fascinating booklet is a suite of essays from prime specialists, practitioners and students providing sensible methods, clean insights and methods to proposed options for sustained organizational development and aggressive virtue. The e-book explains the character of the educational and function "dance" and its significance to organisations this present day, and is an necessary source for coping with the dilemmas and tensions confronted by way of participants and organisations.
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Additional resources for Learning and Performance Matter
Example text
Similar learning behaviors within teams and across teams were associated with team member assessment of team performance in an Australian hospital (Chan, Pearson, & Entrekin, 2003). , 2005; Meyer, 1994; Roberts, 1997; Senge, 1992; Wheelan & Burchill, 1999). qxd 8/26/2008 2:43 PM Page 37 FA 3 • When Learning and Performance are at Odds: Confronting the Tension learning behaviors were also significantly related to organizational learning (Chan, Lim, & Keasbury, 2003). Product design firm IDEO exemplifies a learning organization (Edmondson & Feldman, 2004a).
Equally important is the relationship between the two members of each unit. Within their dyad, they must be able to reflect on and articulate elements of the practice they share; they must be able to share stories, hash out details, follow each other’s leads, and refine each other’s thoughts. What happens around the table the first day (and it really should be a physical table if possible) is intense. It takes tacit teaming by each side to establish and maintain the conversation — one talking while the other watches body language or searches for the next example.
First, although learning is clearly essential for sustained individual and organizational performance in a changing environment, the costs of learning may at times be more visible in organizations than its performance benefits. Learning can be messy, uncertain, interpersonally risky, and without guaranteed results. Moreover, not all learning leads to improved performance; it will depend on what is being learned and how important it is for particular dimensions of performance. Although some learning is straightforward (the knowledge is codified and readily used by newcomers), other forms of learning in organizations rely on experimentation and exploration for which outcomes are unknown in advance (Tucker, Nembhard, & Edmondson, 2005).