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Organizational Learning, Innovation and ChangeChapter 12
Organizational Learning,
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Purpose
To understand innovation and change as complex and nonlinear
sequences of events
Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS
RESERVED.
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Health Care Organizations as Complex Adaptive Systems
Organizational Learning
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Quantum Theory
Change, activity, and interconnectedness add unpredictability
Chapter 12
The world is both unpredictable and fundamentally unknowable
The very act of measurement alters the physical systems we hope to
understand.
Continuous change, activity, and interconnectedness add an element
of unpredictability to any system.
Planned, controlled, orderly approaches to innovation or change are
unlikely to perfectly achieve their intended outcomes
Chapter 12
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Chaos Theory
Small differences in conditions can lead to different
outcomes
Chapter 12
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The future state of the world is unknowable because physical
systems are highly sensitive to initial conditions.
Small differences in initial conditions can lead to radically
different outcomes
Chapter 12
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Quantum Theory & Chaos Theory
Changing the way we think about organizations and roles of
leadership and management
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RESERVED.
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Complex Adaptive Systems
Actions are interconnected and can change context for others
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RESERVED.
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Two Forms of Complexity
Balancing feedback loops
Chapter 12
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Organizational learning embraces both adaptive and generative
learning
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RESERVED.
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Organizational Learning
Single-Loop Learning
Look for solutions within organization’s policies, plans, values,
and rules
Error-and-correction process
Promotes adaptive learning
Adjusting behavior and processes in response to changing events or
trends
Promotes generative learning
Eliminate problems by changing the underlying structure of the
system.
Chapter 12
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Organizational Learning
Double-Loop Learning
Closes gap between desired and actual states of affairs by
questioning
Modifies organization’s policies, plans, values, and rules to guide
action
Promotes generative learning
Promotes adaptive learning
Adjusting behavior and processes in response to changing events or
trends
Promotes generative learning
Eliminate problems by changing the underlying structure of the
system.
Chapter 12
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Collective aspiration is set free
People learn to learn together
New knowledge and capabilities remain even if individuals
leave
Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS
RESERVED.
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Chapter 12
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Five disciplines that each involve a body of theory and techniques
that must be practiced in order for mastery to develop.
When combined, these produce an organization capable of “expanding
its capacity to create its future.”
Chapter 12
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Personal Mastery
Mental Models
Shared Vision
Generating a common answer to the question, “What do we want to
create?”
Team Learning
Creating alignment
Chapter 12
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Unscientific reasoning
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RESERVED.
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Innovation
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Change
New or not new to organization
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RESERVED.
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May differ significantly for different types of innovations
Strong pro-innovation bias
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Identify important problems and search for innovations
Triggered by performance gaps
How participants perceive information
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Feasibility
Interplay of factors
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Compatibility
Complexity
Trialability
Observability
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Homophily – changed to homogeneity
Opinion Leaders
Boundary Spanners
Absorptive Capacity
Organizational Readiness
Chapter 12
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Organizational adaptation generally involves implementation of
policies and practices
Chapter 12
Implementation commonly involves mutual adaptation of the
innovation and the organization
Organizational adaptation generally takes the form of
implementation policies and practices
Formal strategies to put the innovation into use, and the actions
that follow from those strategies
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Chapter 12
Implementation effectiveness
The overall consistency and quality of organizational members’ use
of an innovation
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Critical factors for success
Implementation effectiveness
The overall consistency and quality of organizational members’ use
of an innovation
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Information about an intervention, product, or technology is
initially absorbed and acted upon by a small body of highly
motivated recipients.
Dissemination
An active process
Special efforts are made to ensure that intended users become aware
of, receive, accept and use an innovation
Chapter 12
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Incorporated into regular activities
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RESERVED.
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Depends on whether members perceive innovation as legitimate and
valued
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RESERVED.
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Budgetary
Personnel
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Encourage participation by end-users in decision-making
processes
Provide members latitude to "reinvent" or "adapt" the
innovation
Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS
RESERVED.
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Large-scale change implemented in a top-down, linear manner is
questionable
Chapter 12
Questionable whether successful large-scale change efforts can be
implemented in a top-down, linear, planned manner.
Successful large-scale organizational change often occurs through
emergent, incremental steps
Both problems and solutions arise through repeated interactions
among leaders, organizational members, work processes, and
environmental factors
Chapter 12
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Communication with members is important
Consider work processes and environmental factors
Chapter 12
Questionable whether successful large-scale change efforts can be
implemented in a top-down, linear, planned manner.
Successful large-scale organizational change often occurs through
emergent, incremental steps
Both problems and solutions arise through repeated interactions
among leaders, organizational members, work processes, and
environmental factors
Chapter 12
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Establish urgency
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5) Empower broad-based action
6) Create short-term wins