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Organizatonal power that makes you technically

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Organizatonal power that makes you technically accountable and responsible for results expressed in a purely quanttatve form has two profound efects o It makes you transparent o It relieves you of moral indeterminacy o See the Milgram experiment Could you do unimaginable things to others To what extent is decision making ratonal? - Ratonal model o Problem is defned o Info collected o Solutons ofered and weighed o Soluton chosen o Soluton implemented - Bounded ratonality o Problems are not easily defnable o Info is never free nor limited o Humans are not ratonal but bias Downloaded by Monique Mladenovski ([email protected]) lOMoARcPSD|3608356
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Managing Learning and Knowledge Why knowledge and learning is so important for managing and organisatons - Adaptability, the ability to learn throughout. Learning and change - We are in my view, faced with an entrey new situaton oin educaton where the goal of educaton, if we are to survive, is the facilitaton of change and learning. The only man who is educated is the man who has learned how to learn; the man who has learned how to adapt and change; the man who has realised that no knowledge is secure, that only the process of seeking knowledge gives a basis for security. Changingness, a reliance on process rather than upon statc knowledge, is the only thing that makes sense as a goal for educaton in the modern world. Carl Rogers (1969) Knowledge: - Ideas, meanings, understandings and explanantons of how phenomena of interest actually work (acquired through experience and educaton) Knowledge Management: - The process of managing knowledge to meet existng and future needs Organisatonal learning: - When the knowledge that organisatonal members have is explicitly known and codifed by the organisaton. Tsoukas and Vladimirou (2002) - Example of knowledge - Collectve domain of acton which is language mediated - Draw on a body of collectve and sustained knowledge – medical terminology Downloaded by Monique Mladenovski ([email protected]) lOMoARcPSD|3608356
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- Meaning is drawn from within the medical community and competent use of the categories e.g. “pathological lung” - Knowledge is the individual ability to draw distnctons within a collectve domain of acton, based on an appreciaton of context or theory or both Sources of knowledge - Learning while managing - Shared narratves of how things happened in the organizaton, how problems were experiences and resolved etc. - Popular and celebrated accounts of exemplary CEOs, usually shared through popular media Types of knowledge - Tacit knowledge o The knowledge you actuall use when you do things, but you cannot neceaarily artculate it. Eg. Water skiing, having sex. - Explicit knowledge o The knowledge you can consciously talk about and refect on, usually elaborated and recorded in such a way that others can easily learn it o Eg. Reading Nonaka’s knowledge creaton Socialisaton Internalisaton Knowledge as a barrier to learning - When we assume we know everything and do not need to learn more - Can be due to ignorance and/or arrogance - The competency trap Downloaded by Monique Mladenovski ([email protected]) lOMoARcPSD|3608356
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