ORGANIZATIONAL LEARNING
| Collection | International Encyclopedia of Systems and Cybernetics |
|---|---|
| Year | 2004 |
| Vol. (num.) | 2(2) |
| ID | ◀ 2431 ▶ |
| Object type | Human sciences, Methodology or model |
K. BAUSCH describes organizational learning as follows: “A process of developing organizational capacity and human capability to articulate and continually examine the purposes , underlying perspectives and assumptions , and individual and organizational values in view of
a) the performance of the organization
b) the changing characteristics and expectations of the environments in which the organization is embedded “(Glossary, Pers. comm., 2002)
This is in fact the program of the “Evolutionary Learning Community ”(Template:Ency entity)
The following aspects seem most important:
- the nature and conditions of learning (general and specific) should be deeply researched
- a thorough critical examination of all assumptions and values should be undertaken and periodically repeated in order to avoid underconceptualization
- purposes should be examined in a similar fashion
- the aim is not to find recipes, nor solutions. It is to create evolutive design
- the designers should avoid clanthink , be aware of possible blindspots , escape from “politically correct” rules and develop creativity.
See also
Design (Systemic approach to), Design (Generic), Design methodology (Systemic), Group technique (Nominal), Interpretive structural modelling, Organization