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
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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
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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
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Chaos Theory
Small differences in conditions can lead to different outcomes
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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
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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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Complex Adaptive Systems
Actions are interconnected and can change context for others
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Two Forms of Complexity
Balancing feedback loops
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Organizational learning embraces both adaptive and generative learning
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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.
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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.
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Collective aspiration is set free
People learn to learn together
New knowledge and capabilities remain even if individuals leave
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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.”
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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
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Unscientific reasoning
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Innovation
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Change
New or not new to organization
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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
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Organizational adaptation generally involves implementation of policies and practices
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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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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
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Incorporated into regular activities
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Depends on whether members perceive innovation as legitimate and valued
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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
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Large-scale change implemented in a top-down, linear manner is questionable
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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
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Communication with members is important
Consider work processes and environmental factors
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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
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Establish urgency
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5) Empower broad-based action
6) Create short-term wins