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Title of the item:

Is yours a learning organization?

Title :
Is yours a learning organization?
Authors :
Garvin DA; Harvard Business School, Boston, USA. />Edmondson AC
Gino F
Show more
Source :
Harvard business review [Harv Bus Rev] 2008 Mar; Vol. 86 (3), pp. 109-16, 134.
Publication Type :
Journal Article
Language :
English
Imprint Name(s) :
Original Publication: Boston, MA : Harvard Business School Pub.,
MeSH Terms :
Leadership*
Learning*
Staff Development/*methods
Humans ; Organizational Objectives ; Personnel Management ; Planning Techniques ; United States
Entry Date(s) :
Date Created: 20080417 Date Completed: 20080603 Latest Revision: 20080416
Update Code :
20210210
PMID :
18411968
Academic Journal
An organization with a strong learning culture faces the unpredictable deftly. However, a concrete method for understanding precisely how an institution learns and for identifying specific steps to help it learn better has remained elusive. A new survey instrument from professors Garvin and Edmondson of Harvard Business School and assistant professor Gino of Carnegie Mellon University allows you to ground your efforts in becoming a learning organization. The tool's conceptual foundation is what the authors call the three building blocks of a learning organization. The first, a supportive learning environment, comprises psychological safety, appreciation of differences, openness to new ideas, and time for reflection. The second, concrete learning processes and practices, includes experimentation, information collection and analysis, and education and training. These two complementary elements are fortified by the final building block: leadership that reinforces learning. The survey instrument enables a granular examination of all these particulars, scores each of them, and provides a framework for detailed, comparative analysis. You can make comparisons within and among your institution's functional areas, between your organization and others, and against benchmarks that the authors have derived from their surveys of hundreds of executives in many industries. After discussing how to use their tool, the authors share the insights they acquired as they developed it. Above all, they emphasize the importance of dialogue and diagnosis as you nurture your company and its processes with the aim of becoming a learning organization. The authors' goal--and the purpose of their tool--is to help you paint an honest picture of your firm's learning culture and of the leaders who set its tone.

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