Demystifying Organizational Learning

Raanan Lipshitz is Associate Professor of Psychology in the Department of Psychology, University of Haifa. He is Senior Editor, Organization Studies (SAGE). Professor Lipshitz specializes in organizational psychology, organizational learning, and decision making. He has written numerous articles for publications such as Journal of Applied Behavioral Sciences, Journal of Management Studies, Organizational Behavior & Human Decision Processes, Training & Development Journal, Leadership & Organization Development Journal, Journal of Vocational Behavior, Journal for the Theory of Social Behavior, Organization Studies, Journal of Creative Behavior, Journal of Management Learning, The Learning Organization, and Behaviorial and Brain Sciences. He is co-editor of Brehmer, B., Lipshitz, R., & Montgomery, H. (Eds.), (forthcoming) How Do Professionals Make Decisions? Mahaw, NJ: Lawrence Erlbaum. Victor Friedman is an Associate Professor with a joint appointment to the Behavioral Sciences and the Sociology and Anthropology departments at the Emek Yezreel (Jezreel Valley) College, Israel.  His work focuses on an "action science" approach to integrating research with practice in areas characterized by uncertainty, uniqueness, and conflict.  He has worked with educational, social service, government, and business organizations and has published papers dealing with organizational learning, program evaluation, social entrepreneurship, and social inclusion.  Professor Friedman is a founder and the director of the Action Research Center, an initiative to develop a more responsive mutual relationship between academia and the local community.   Dr. Friedman received his Ed.D. from Harvard University in Counseling, Consulting, and Community Psychology, his M.A. from Columbia University, and his B.A. from Brandeis University.  He is a senior associate of the Action Evaluation Research Institute and has participated in the "Project for Productive Reflection and Learning at Work", sponsored by the Swedish National Institute for Working Life, and the international "Kolleg" in Organizational Learning, sponsored by the Daimler-Benz Foundation.  He has been a visiting scholar-faculty at the Organizational Learning Center at the Massachusetts Institute of Technology (MIT), the Berlin Social Science Institute (WZB), the Leipzig Graduate School of Management (HHL), and the Theseus Institute in France. Micha Popper  is  Associate  Professor  and the  head  of the Organizational  Psychology  Program  in the  Department  of Psychology  at  the   University   of Haifa , Israel, is the former  commanding  officer  of the School  for  Leadership Development of the Israel Defense Forces .He  is  the  founder  and  director of the Center for Outstanding Leadership in Zikhron  Yaakov  Israel ; A  scholar  of the  US Army Research Institute( ARI ) and  has  been  a  visiting  professor  at  Simon Fraser  University  in Vancouver Canada  His  research and consulting  concern organizational  learning  and  the dynamics  of  leader- followers  relationship  and  developmental  aspects  of leaders . He  has  a Phd  from Tel –Aviv University  (Organizational Behavior), MA  from Tel-Aviv University  and BA  from the Hebrew University  in Jerusalem . Author and co-author  of  five  books on leadership   and numerous articles in journals  including  The leadership Quarterly , Political Psychology , Academy of Management Journal , Military Psychology , Management Learning  and Journal  of Applied  Behavioral Science.

• PrefacePart 1: IntroductionChapter 1: Demystifying Organizational LearningThe Mystification of Organizational LearningDemystificationThe Facets of Organizational LearningApplying the Multi-Facet ModelHow to Read This BookTo Sum UpPart 2: The Multi-Facet ModelChapter 2: Organizational Learning MechanismsTypes of Organizational Learning MechanismsOff-Line/Internal OLMsOnline/Internal OLMsOff-Line/External OLMsOnline/External OLMsMechanisms, Technologies, and Choosing the "Right" OLMChapter 3: The Cultural Facet: The Key to Productive LearningCultural Islands of LearningThe Norms of a Learning CultureDemystifying Culture and Organizational LearningChapter4: The Psychological Basis of Productive LearningPsychological Threat and Psychological SafetyOrganizational Learning as a Source of Psychological ThreatDefensiveness and Defensive RoutinesPsychological Safety and TrustCreating Psychological SafetyCommitment to the OrganizationChapter 5: The Context of Organizational LearningEnvironmental UncertaintyTask UncertaintyTask StructureProximity to the Organization′s Core MissionOrganizational StructureChapter 6: Organizational Learning and Managerial Channels of InfluenceInstituting OLMsTolerance for FailureCommitment to the WorkforceManager′s Behavioral Channels of InfluenceChapter 7: The Dissemination of KnowledgeThe Problem of DisseminationThe Source of KnowledgeThe Recipient of KnowledgeThe Relationship Between Source and RecipientUnderstanding KnowledgeDissemination MechanismsAttributes of the Organizational ContextDemystifying DisseminationPart 3: Applying the ModelChap 8: Inside an OLM: Postflight Reviews in the Israeli Air ForceLearning FunctionsSocial and Control FunctionsPsychological FunctionsPsychological Safety and Learning Culture in a High-Threat EnvironmentWhat Can Managers Learn From Postflight Reviews?Chapter 9: Is Training Organizational Learning?Computer Chips InternationalJohnsonville FoodsMotorola UniversityDell LearningBell LabsDiscussion and Lessons LearnedChapter 10: High-Quality Organizational Learning: Why Do Some After-Action Reviews Work and Others Don′t?Low-Quality After-Action ReviewHigh-Quality After-Action ReviewChapter 11: Demystiying the Learning Organization I: The Case of Hewlett-PackardHP′ Work Innovation Network (WIN)The HPC Knowledge Management InitiativeWhy Did WIN Die and the KM Inititative Live?Demystifying the Learning OrganizationChapter 12: Demystifying the Learning Organization II: The Case of Chaparral SteelOrganizational Learning Mechanisms at ChaparralProductive Learning at Chaparral SteelThe Contextual FacetConclusionChapter 13: Putting the Multi-Facet Model Into PracticeBackgroundDesigning the Organizational Learning Process: An Action Science ApproachEnding the Formal Organizational Learning InterventionEpilogueDemystifying the Organizational Learning ProcessChapter 14: Before We Go...ReferencesIndexAbout the Author