Transforming Individual learning into Organizational Change

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Authors
  1. Simard, A.
Corporate Authors
Defence Research and Development Canada, Ottawa Ont (CAN) Corporate Office
Abstract
The long-term competitiveness and sustainability of businesses in the 21st century knowledge economy hinges on their capacity to adapt to an increasingly unpredictable and rapidly changing environment. Organisational learning is an essential prerequisite to adapting to change. Learning must be embedded into every aspect of an organisation, ranging from the infrastructure, through the work environment, to strategic planning. The speed with which an organisation learns is critical to its competitiveness and sustainability. Many organisations use after-action reviews and lessons learned3 processes to transform learning into action. This chapter will demonstrate that, although these processes are both important and useful, the full range of organisational learning opportunities, and the effort required to initiate organisation action, is both broader and deeper than such activities.
Keywords
organizational learning;organizational adaptation;individual learning;validating learning;structuring learning;approving learning
Report Number
DRDC-RDDC-2014-P130 — External Literature
Date of publication
08 Feb 2016
Number of Pages
19
DSTKIM No
CA041968
CANDIS No
803150
Format(s):
Electronic Document(PDF)

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