LEARNING ORGANIZATON, KNOWLEDGE MANAGEMENT AND MANAGING CHANGE

LEARNING ORGANIZATION / ORGANIZATIONAL LEARNING

WHAT IS ORGANIZATIONAL LEARNING?

 Organizational learning is the organization’s process of gaining knowledge related to its
function and using that knowledge to adapt to a changing environment and increase
efficiency.
IMPORTANCE OF ORGANIZATIONAL LEARNING
 Organizational learning allows a business's employees to continue to advance their
professional growth and development individually and as a team. 

FIVE MAIN ACTIVITIES OF ORGANIZATIONAL LEARNING

1. Systematic problem solving.
2. Experimentation.
3. Learning from past experience.
4. Learning from others.
5. Transferring knowledge.

KNOWLEDGE MANAGEMENT

Knowledge management is the planning, organizing, motivating, and controlling of people,

processes and systems in the organization to ensure that its knowledge-related assets are
improved and effectively employed.

KNOWLEDGE MANAGEMENT PROCESSES

The processes of KM involve

 knowledge acquisition
 creation
 refinement
 storage
 transfer
 sharing and;
 utilization.

GOALS OF KNOWLEDGE MANAGEMENT

 The goals of KM are the leveraging and improvement of the organization’s knowledge
assets to effectuate better knowledge practices, improved organizational behaviors, better
decisions and improved organizational performance.

KNOWLEDGE MANAGEMENT STRATEGIES

Most organizations focus primarily on one or the other of two broadly defined KM strategies –
“codification” or “personalization” (Hansen et al., 1999).

RELATIONSHIP BETWEEN LEARNING ORGANIZATION AND KNOWLEDGE

MANEGEMENT

No matter what it's called, organizations need knowledge to function.

MANAGING CHANGE IN ORGANIZATIONS

Change management is a comprehensive, cyclic, and structured approach for transitioning

individuals, groups, and organizations from a current state to a future state with intended
business benefits. Several key words should be noted in this definition. (PMI, 2013)

ORGANIZATIONAL CHANGE

Change is about moving from a current state to an envisioned or desired future state as shown
in Figure 1. Projects and programs by their very nature cause change. When the change impact
of a project is overlooked or minimized, the business often fails to realize the full benefit that
was originally intended. Therefore, it is important for project, program and portfolio managers
to include adoption or implementation outcomes in planning and management as an integral
component of their plans.
The principles and practice of project management are equally useful and valid no matter what
the type of project. Therefore, all strategic change happens through programs and projects.

Figure 1: The Change Process

MANAGING CHANGE IN INFORMATION MANAGEMENT

Principle 1: Know your Business Goal
Principle 2: Map your Stakeholders
Principle 3: Understand and deal with your Risks
Principle 4: Communicate Strategically
Principle 5: Provide pre- and post-implementation Support
Principle 6: Measure, review, revise, and test your Processes