Re: Corporate Knowledge Repository LO499

Linda Gilbert (gilbertl@moe.coe.uga.edu)
Tue, 21 Mar 1995 09:45:06 -0500

Replying to LO431 --

>[...]
>>To be a learning organization requires second
>>order change, double loop feedback - whatever you call it - the ability to
>>learn and change the models, frames, the culture that exists based upon
>>experience and thoughtful analysis of that experience.
>[...]
>
>True. This is a reason why I am not very fond of the sequential
>"input-throughput-output" model that is often used for describing
>processes. IMHO, a process is a dialectical phenomenon, where the knowledge
>gained during the performance of a process-instance has to be used as input
>when it is performed the next time, thus allowing to improve performance in
>several dimensions.

The systems model of a learning organization recently published by Barry
Raybould seems to bear on the corporate knowledge discussion. Has anyone
else seen this?

The citation is "Performance Support Engineering: An Emerging Development
Methodology for Enabling Organizational Learning," in Performance
Improvement Quarterly 8(1), 1995, on page 9. (PIQ is the journal for
NSPI, National Society for Performance and Instruction.)

I'd try to draw it, but it'd take more time than it's worth in ASCII. The
elements are: (1) a shared corporate knowledge base, which feeds into (2)
performance. As individuals perform, (3) individual learning occurs. This
contributes to (4) individual growth and new learning, but must also
complete the loop and feed into both the corporate knowledge base and
current performance in order for the individual's learning to be captured
by the organization as a whole.

Comments?

Linda

Linda Gilbert | "Through learning we
The University of Georgia | recreate ourselves."
gilbertl@moe.coe.uga.edu | -- Peter Senge