KNOWLEDGE MANAGEMENT. HOW TO CREATE A LEARNING ORGANIZATION
John Seely Brown said that the most important invention will in the future the company. When companies try to go as fast as the swift pace of technology and business environments are faced with increasingly unstable, the company has to do more than simply innovate new products. You must design the new technological and organizational architectures that enable a company to continue innovating. Put another way, the company must reinvent innovation.
“If you miss learning, businesses and individuals, simply repeat past practices, the change will remain superficial and improvements are the result of chance or last soon.” This statement is made by David A. Garvin after studying the failure of many companies seeking to innovate and achieve competitive advantage through continuous improvement programs but have ignored the first rule of play for a company or person should first learn to improve.
As Nonaka said “invent is not a specialized activity but a way of acting, in fact, a way of being, where all are knowledge workers.”
A learning organization is an expert at creating, acquiring and transmitting knowledge, and to modify their behavior to adapt to these new ideas and knowledge. If changes are not consistent in the way of doing the work, there will only be a potential for improvement. The best companies have specialized in translating new knowledge into new forms of behavior. They actively manage the learning process to ensure that does not occur by chance, but so well studied.
A learning company is an expert in the following activities:
Systematic problem solving and conflict management.
Experimenting with new approaches.
Use your past experience and to learn.
Learning from experiences and best practices appropriate to the other companies.
Ability to convey knowledge quickly and efficiently throughout the enterprise.
Chris Argyris believes that most companies confuse the concept of learning, who have too narrow a concept: the resolution of problems, not realizing that the same mode of defining and solving the problem may be a source of problems in itself . The single-loop learning calls, to problem solving, and double loop, which he considers critically about their own behavior, look inward to discover new ways of working to improve the approaches underlying erroneous or inadequate. Companies and individuals must therefore learn how to reason about their behavior in a new and more effective. As Albert Einstein said “we need new thinking to tackle the problems caused by the old ways of thinking”
The true essence of leadership is increasingly in focus and integrate the work alone, but interconnected, highly specialized.
But experts who embody the dilemma of learning are often the biggest obstacle to its success, all due to defense mechanisms as those who rarely experience failure they themselves end up not knowing how to do it in front. While senior managers are not aware of their defensive line of reasoning, it is likely that any change in the results achieved is simply a fad. Learning to reason productively can be emotional and even painful. But the reward is great. We must learn to question the other person mode of reasoning is not a sign of mistrust, but a valuable learning opportunity.
We also have to innovate or be left behind. But to fulfill this requirement is quite difficult, because innovation occurs only when in contact different ideas, perceptions and ways to process and evaluate information. And often, collaboration is needed between people who see the world differently. As a result, the conflict should take place constructively among ideas, so sterile occurs between people. Disputes become personal and the creative process is broken. To promote innovation and results, the manager must find out how the different approaches rubbing together in a fruitful process, which Dorott Susaan Leonard and Straus called “creative abrasion.” These authors argue that managers should be aware that each person has their own style of thinking: analytical or intuitive, conceptual or experimental, or independent socialist, based on logic or values. Must be deliberately introduced within the company, complete a whole range of approaches and perspectives and understand that, although people cognitively different, they should respect the style of thinking of others. Managers wishing to stimulate innovation should examine what they themselves are doing to promote or inhibit creative abrasion. Successful innovation depends on the manager must contract work and promote people who are different and it should organize teams of brains of all kinds.
Jes√ļs Mar√≠a Ruiz de Arriaga
Economist Lawyer. Managing Partner