Difference between revisions of "Organizational learning"
From NKM WIKIDOC
| (8 intermediate revisions by 3 users not shown) | |||
| Line 1: | Line 1: | ||
| + | <!-- | ||
{{Einstein}} | {{Einstein}} | ||
| − | {{ | + | {{Complete}}, |
{{Consolidation stage}} | {{Consolidation stage}} | ||
| + | --> | ||
==Definition== | ==Definition== | ||
| − | + | {{ {{PAGENAME}} }} | |
| − | '''Source: ''' [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]] | + | <!-- '''Source: ''' [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]] --> |
| − | == | + | ==Description== |
| − | + | ||
| − | + | ||
| − | + | Organizational learning in big, structured organizations is often based on formalized mechanisms to report, capture, assess, and correct organizational failures or short-comings. These mechanisms are often referred to as corrective actions processes. Typically the focus is put on identifying root causes and implementing corrective actions if not for the particular case of a failure occurred, then at least for all upcoming similar cases. | |
| − | + | ||
| − | + | [[Category:Learning]] | |
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | + | ||
| − | [[Category:Learning | + | |
Latest revision as of 11:18, 12 February 2016
Definition
The ability of an organization to gain knowledge from experience through experimentation, observation, analysis and a willingness to examine both successes and failures, and to then use that knowledge to do things differently
Description
Organizational learning in big, structured organizations is often based on formalized mechanisms to report, capture, assess, and correct organizational failures or short-comings. These mechanisms are often referred to as corrective actions processes. Typically the focus is put on identifying root causes and implementing corrective actions if not for the particular case of a failure occurred, then at least for all upcoming similar cases.
