the learning organization - principles, theory and practice @ the encyclopedia of informal education The learning organization. Just what constitutes a ‘learning organization is a matter of some debate. We explore some of the themes that have emerged in the literature and the contributions of key thinkers like Donald Schon and Peter Senge. Is it anything more than rhetoric? Can it be realized? contents: introduction · the learning society and the knowledge economy · the learning organization · systems theory and the learning organization · dialogue and the learning organization · some problems and issues · conclusion · further reading and references · links associated pages: donald schön and the learning society · peter senge and the learning organization · dialogue · social capital Many consultants and organizations have recognized the commercial significance of organizational learning – and the notion of the ‘learning organization’ has been a central orienting point in this. Two important things result from this. The learning society and the knowledge economy Conclusion Schön, D.
Appreciative inquiry According to Gervase R. Bushe[1] (2013) "Appreciative Inquiry (AI) is a method for studying and changing social systems (groups, organizations, communities) that advocates collective inquiry into the best of what is in order to imagine what could be, followed by collective design of a desired future state that is compelling and thus, does not require the use of incentives, coercion or persuasion for planned change to occur." Developed and extended since the mid 1980s primarily by students and faculty of the Department of Organizational Behavior at Case Western Reserve University, AI revolutionized the field of organization development and was a precursor to the rise of positive organization studies and the strengths based movement in American management." Basis and Principles[edit] The Appreciative Inquiry model is based on the assumption that the questions we ask will tend to focus our attention in a particular direction. Instead of asking “What’s the problem?” Implementing AI[edit]
What is a Learning Organization? - systems thinking, Fifth Discipline, Peter Senge, mentors, chain management, mental modes Introduction Learning organizations are not simply the most fashionable or current management trend, they can provide work environments that are open to creative thought, and embrace the concept that solutions to ongoing work-related problems are available inside each and every one of us. All we must do is tap into the knowledge base, which gives us the "ability to think critically and creatively, the ability to communicate ideas and concepts, and the ability to cooperate with other human beings in the process of inquiry and action (Navran Associates Newsletter 1993). A learning organization is one that seeks to create its own future; that assumes learning is an ongoing and creative process for its members; and one that develops, adapts, and transforms itself in response to the needs and aspirations of people, both inside and outside itself (Navran Associates Newsletter 1993). What learning organizations do is set us free. Why is it for Us? Related Papers Bibliography Argyris, Chris.
Sallie Lee & Shared Sun Studio The Top 10 tech trends for 2012 Bendable interfaces will let you zoom in, zoom out and scroll around a page by twisting your phone or tablet. Mashable founder Pete Cashmore predicts which trends we'll see more of next yearLed by Facebook, more social networks will offer automated sharing of users' Web activityCompanies such as Apple may use Siri-like voice control to replace the TV remoteNokia and Samsung may release phones with bendable displays in 2012 Editor's note: Pete Cashmore is founder and CEO of Mashable, a popular blog about tech news and digital culture. He writes regular columns about social media and tech for CNN.com. (CNN) -- From the continuing rise of tablet devices to the daily-deals craze and the return of the Internet IPO, 2011 has been a transformative year for technology. The pace of change has become blisteringly fast, with traditional industries -- bookstores, video-rental chains, newspapers -- crumbling more quickly than we could have imagined. Pete Cashmore is the founder and CEO of Mashable.com.
Summits Blog Jason Mitchell is the head of the Social Cognitive and Affective Neuroscience Lab at Harvard University. He uses functional neuroimaging (fMRI) and behavioral methods to study how we infer the thoughts, feelings, and opinions of others (i.e., how we mentalize), as well as how we reason about counterfactual experiences. During Jason’s session on Day 1 of the 2010 Summit he explored the subject of “Making Sense of Others”. Psychologists have begun to realize that a large part of what allows us to be such a force on this planet comes not only from our cognitive abilities but also a set of specialized abilities that allow us to harness the energies of other people and hook up to their minds. Humans have the unique ability to cooperate in ways that contribute more effective communities, by plugging into the know-how and information that resides in the head of each individual. We are veracious mind readers and are constantly trying to make sense of others.
peter senge and the theory and practice of the learning organization contents: introduction · peter senge · the learning organization · systems thinking – the cornerstone of the learning organization · the core disciplines · leading the learning organization · issues and problems · conclusion · further reading and references · links Peter M. Senge (1947- ) was named a ‘Strategist of the Century’ by the Journal of Business Strategy, one of 24 men and women who have ‘had the greatest impact on the way we conduct business today’ (September/October 1999). While he has studied how firms and organizations develop adaptive capabilities for many years at MIT (Massachusetts Institute of Technology), it was Peter Senge’s 1990 book The Fifth Discipline that brought him firmly into the limelight and popularized the concept of the ‘learning organization’. Since its publication, more than a million copies have been sold and in 1997, Harvard Business Review identified it as one of the seminal management books of the past 75 years. Peter Senge The core disciplines
Gervase Bushe Gervase Bushe (pronounced Jervis Bush) has 30 years of experience in a wide range of organizational change and development projects. Early in his career he focused on large companies making the transition from command and control bureaucracies to team based organizations. Later he worked primarily with technology-based, high growth companies helping them retain their team cultures while becoming more structured. Most recently he's been working in the most complex and difficult to change organizations of all: healthcare and public education. Gervase primarily consults to executives and internal change teams in two areas: 1) developing more effective executive teams and 2) designing transformational change processes. Gervase's skills in leadership development are widely sought. Gervase is Professor of Leadership and Organization Development in the Beedie School of Business at Simon Fraser University one of the top 100 business research schools in the world. Dr.
Deconstructing “What Works” in Education Technology Digital Tools Teaching Strategies Over the weekend, The New York Times published the second story in its series on “Grading the Digital School.” The first story in the series questioned the massive expenditures schools make on education technology, pointing to stagnant test scores as an indication that these investments might not be worth it. The story focuses on the claims made by Carnegie Learning that its math software provides “revolutionary results.” How can educators and parents identify educational software that’s worth using? The New York Times article interrogates these claims, noting that “amid a classroom-based software boom estimated at $2.2 billion a year, debate continues to rage over the effectiveness of technology on learning and how best to measure it.” The article points to the Department of Education’s What Works Clearinghouse (WWC) as a resource for school districts to use to help make better procurement decisions. But there are problems with this approach. Related