Running Head: ORGANIZATIONAL LEARNING AND HEALTHCARE
A Framework for Organizational Learning in Healthcare:
From Individual Learning to the Organizational Learning Systems Model J. Richard Ray, Jr.
Managing OD Consultant/Adjunct Professor of HRD
Kaiser Permanente of the Mid-Atlantic/George Washington University/ Presented at
Southern Management Association 2002 Conference
Track 2: Health Care Administration/Hospitality Management
Phone: (301) 520-9184
Email: [email protected]
Key Words: Organizational Learning, Learning, Learning Models, Health Care Learning Revised September 23, 2002 (Reprint October 1, 2006)
Many researchers and practitioners have developed models to discuss how organizations learn using concepts of learning, social theory, sensemaking and information transfer. The Organization Learning Systems Model (OLSM) provides a comprehensive framework for discussing how organizations interact with their environments, reflect on information collected, disseminate knowledge to stakeholders and “make sense” with their culture through learning subsystems. After reviewing individual and organizational learning literature, I will reflect on a recent consultation at a major healthcare firm using this frame. This paper suggests that practitioners and managers can leverage this model to better manage learning, change, effectiveness and strategic planning.
A Framework for Organizational Learning in Healthcare:
From Individual Learning to the Organizational Learning Systems Model In recent years the topic of organizational learning has been discussed in academia and the workplace with great interest. In organizations, these discussions usually begin as the result of some cataclysmic event, strategic planning announcement, market change or dialogue on performance. Some see this subject as the integration or theft of many theories from sociology, psychology, management science and anthropology (Argyris & Schon, 1978; Davis, 2001; Jankowicz, 2000; Schwandt & Marquardt, 2000; Senge, 1990). There are even some who claim that organizational learning can be discussed using “adaptation” language from sciences such as biology, physics and chemistry (Gleick, 1987; Holland, 1996; Marion, 1999; Youngblood, 1997). Regardless of the discipline, how individuals learn and the way this impacts the process by which organizations “learn” will continue to charge academic debates and consume practitioner resources. Linking theoretical constructs of organizational learning to the “real world” is a difficult challenge. In healthcare, researchers and practitioners have attempted to make this linkage by identifying learning conditions that must exist in order to generate, disseminate and use knowledge. These include: 1) a shared vision of organizational goals and how learning can contribute to success; 2) leaders who ensure that opportunities, resources, incentives and rewards are provided to support learning; and 3) an organic structure with diverse communication channels that efficiently transfers information across organizational boundaries (Barnsley, Lemieux-Charles, & McKinney, 1998). Others also suggest that understanding the environment, information processing functions and cognitive learning frameworks in health care organizations can boost the probability of building and maintaining intellectual capital (Grantham, Nichols, & Schonberner, 1997). One attempt to connect theory and practice is the Organizational Learning Systems Model (OLSM) (Schwandt & Marquardt, 2000). This multi-disciplinary model developed at the Center for the Study of Learning at George Washington University is increasingly impacting the practice of organizational learning. This model is founded upon the writings of Talcott Parsons (Schwandt & Marquardt, 2000) and discussions of his organizational prerequisites of adaptation, goal attainment, integration and pattern maintenance functions in organizations. The structure of action...
... 1- Introduction
3- Review of the learning Organization
4- Review of the KnowledgeManagement
Learning organizations are not simply the most fashionable or current management trend, they can provide work environments that are open to creative thought, and embrace the concept that solutions to ongoing work-related problems are available inside each and every one of us. All we must do is tap into the knowledge base, which gives us the "ability to think critically and creatively, the ability to communicate ideas and concepts, and the ability to cooperate with other human beings in the process of inquiry and action (Navran Associates Newsletter 1993).
A learning organization is one that seeks to create its own future; that assumes learning is an ongoing and creative process for its members; and one that develops, adapts, and transforms itself in response to the needs and aspirations of people, both inside and outside itself ( Navran Associates Newsletter 1993).
What learning organizations do is set us free because employees no longer have to be passive players in the equation; they will learn to express ideas and challenge themselves to contribute to an improved work environment by participating in a paradigm shift from the traditional authoritarian workplace philosophy to one where the...
...Institute of Economic Research Working Paper Series
KnowledgeManagement and Organizational Learning:
Fundamental Concepts for Theory and Practice
2005/3 Ron Sanchez
Ron Sanchez, Professor of Management Copenhagen Business School, Solbjergvej 3 - 3rd floor, DK-2000 Frederiksberg, Denmark, [email protected] Lindén Visiting Professor in Industrial Analysis, Institute of Economic Research, Lund, Sweden
This paper investigates several issues regarding the nature, domain, conceptual foundations, and practical challenges of knowledgemanagement and organizational learning. The paper first identifies and contrasts two fundamental philosophical orientations to knowledgemanagement -- the personal knowledge orientation and the organizational knowledge orientation -- and illustrates the distinctive kinds of knowledgemanagement practices that result from the two orientations. It then summarizes three essential organizational processes in knowledgemanagement: (i) maintaining learning loops in all organizational processes, (ii) systematically disseminating knowledge throughout an organization, and (iii) applying knowledge wherever it can be used in an organization. A general model of organizational...
...Healthcare Delivery and Financing
By: Chrishanda Anderson
HCMT241/ Rm. 1035
February 1, 2014
In this paper I will explain and discuss the healthcare delivery system and the financial aspects of it. This paper will also include resources and examples that will help to understand and explain the overall delivery and financing of healthcare. The topics that will be covered in this paper are and overview of the healthcare delivery, the methods of operational management, the importance of medical management, the conclusion and the reference page.
Overview of the healthcare delivery system
Healthcare delivery is the provision of healthcare, in which deals with the activity of supplying or providing something. Although to me healthcare delivery is basically the way in which a healthcare service is provided and how an individual interprets that service or products that has been provided. Healthcare delivery can mean several things; it really depends on the situation and the individual’s involved. It is also a combination of many elements that form the healthcare system today. Whereas it involves the way management interrelate to form an integrated healthcare delivery system (Nowicki, 2011)....
...Higher School of Economics
National Research University, Perm
Knowledge Chain in Rosatom Corporation: strengths and weaknesses (on the base of the book «Rosatom is Sharing Knowledge»)
Executed by the students:
Introduction ………………………………………………………………………..3Knowledge Chain in Rosatom Corporation: strengths and weaknesses…………...4
For the past several decades knowledge has become extremely important asset of a company. Nowadays large organizations and even small companies have to address the issues of KnowledgeManagement in order to increase flexibility and efficiency, reduce lead time and involve people as much as possible. As it was mentioned in 1996 by McKern [1; 13-18], the major forces of change are the following: globalization, higher degrees of complexity, new technologies, increased competition, changing client demands, and changing economic and political structures. So companies are starting to understand that the core and sustainable resource of competitive advantages are their employees. In other words all the...
...but starved for knowledge.” (Lewis, p. 4)
In today’s Information Age organizations are looking more and more towards the productive manipulation of information to succeed and stay competitive. Increases in technology give rise to an increased emphasis on the human aspects of the socio-technical system: a complex system where workers and technology interact together to achieve some common objective. Accomplishing business objectives involves better understanding and implementing of technical terms: data – raw facts without meaning; information – meaningful data; and knowledge – understanding gained through taking action based on information. Organizational learning works within the confines of this data-information-knowledge progression in increasing degrees to form knowledge. As organizational learning increases, it augments and refines organizational knowledge. Knowledgemanagement (KM) provides a way for businesses to optimize organizational learning and organizational knowledge by helping them make better decisions and take more productive actions. KM is concerned with two areas in the facilitation of organizational learning and organizational knowledge: the management of information, and the management of people.
...This is a summary of Knowledgemanagement and organizational culture: a theoretical integrative journal by Rajnish Kumar Rai, a police officer who at the time was based at the Indian Institute of Management, Ahmedabad India. For this research, he used a conceptual method by comparing previous findings and thoughts.
At first, the author underlines the importance of knowledge in today’s rapid changing world and how most of the experts agree on the continuous improvement of knowledge as one of the most critical factor for an organization to survive, and knowledgemanagement takes a large part in it. Furthermore, recognizing and understanding the linkage between the knowledge creation and the organization values are what the organizations should be doing first before applying the knowledgemanagement in the organization. A mismanagement of knowledge creation will lead the organization not into an innovation but confusion. Unfortunately, this important part, the knowledge creation, does not have a framework for an effective and systematical approach to be used in different type of organizations. There are a lot of theories that support this idea but they do not have a practical approach of how to be implemented.
Subsequently, the author acknowledges that many researches supported the theory...
...IS STRASSMANN’S ‘KNOWLEDGEMANAGEMENT’ AN IMPORTANT METRIC
By: Masoud. Noordeh (DBA student)
In today’s dynamic business environment, Knowledgemanagement systems facilitate organizational learning and knowledge creation. They are designed to provide rapid feedback to knowledge workers and significantly improve business performance. This paper examines the concept ofknowledgemanagement metric from the view point of Paul Strassmann.
Keywords: Knowledge, Performance Management Metric, KnowledgeManagement.
Knowledgemanagement has become one of the major performance management and companies have embraced the concept and invested in systems, people, and information technologies to this purpose. On the other hand, there has been the pressure to move away from the traditional performance management metrics which are considered to be ‘backward looking accounting based performance measurement systems’ that only focuses on traditional cost accounting (Bourne et al. 2000).
Knowledgemanagement has been introduced by Strassmann (1999), Drucker (1995), and others as an important metric for measuring performance. According to Knapp (1998), Knowledgemanagement...
...Table of Contents
ORGANIZATIONAL BACKGROUND 3
KNOWLEDGEMANAGEMENT AND LONG TERM SUSTAINABILITY 5
INFOSYS AND KNOWLEDGEMANAGEMENT 6
THE K SHOP 7
PROCESS DATABASE ASSISTANCE 8
PEOPLE KNOWLEDGE MAP 8
CATCH THEM YOUNG INITIATIVE 9
INFOSYS SCHOLARSHIP PROGRAM 9
KNOWLEDGEMANAGEMENT AND E BUSINESS 10
This assignment is aiming to critically appraise the knowledge and knowledgemanagement process and evaluate the importance of knowledgemanagement in success of an organization. Knowledgemanagement can be explained as the strategies employed by an organization to keep the knowledge developed by its employees over the period of employment within the organization and use the knowledge gained for future projects and activities. Through proper knowledgemanagement strategies efficiency, effectiveness and profitability of the organization can be enhanced. This assignment would use example of a global organization which is pioneer in its knowledgemanagement activities and gained success in industry because of knowledgemanagement approach. It is...