Garvin David A, Edmondson Amy C, Gino Francesca
Harvard Business School, Boston, USA.
Harv Bus Rev. 2008 Mar;86(3):109-16, 134.
An organization with a strong learning culture faces the unpredictable deftly. However, a concrete method for understanding precisely how an institution learns and for identifying specific steps to help it learn better has remained elusive. A new survey instrument from professors Garvin and Edmondson of Harvard Business School and assistant professor Gino of Carnegie Mellon University allows you to ground your efforts in becoming a learning organization. The tool's conceptual foundation is what the authors call the three building blocks of a learning organization. The first, a supportive learning environment, comprises psychological safety, appreciation of differences, openness to new ideas, and time for reflection. The second, concrete learning processes and practices, includes experimentation, information collection and analysis, and education and training. These two complementary elements are fortified by the final building block: leadership that reinforces learning. The survey instrument enables a granular examination of all these particulars, scores each of them, and provides a framework for detailed, comparative analysis. You can make comparisons within and among your institution's functional areas, between your organization and others, and against benchmarks that the authors have derived from their surveys of hundreds of executives in many industries. After discussing how to use their tool, the authors share the insights they acquired as they developed it. Above all, they emphasize the importance of dialogue and diagnosis as you nurture your company and its processes with the aim of becoming a learning organization. The authors' goal--and the purpose of their tool--is to help you paint an honest picture of your firm's learning culture and of the leaders who set its tone.
一个拥有强大学习文化的组织能够灵活应对不可预测的情况。然而，一种精确理解机构如何学习以及确定帮助其更好学习的具体步骤的具体方法仍然难以捉摸。哈佛商学院的加文教授和埃德蒙森教授以及卡内基梅隆大学的助理教授吉诺开发的一项新调查工具，能让你在努力成为学习型组织的过程中有据可依。该工具的概念基础是作者所称的学习型组织的三个基石。第一个是支持性的学习环境，包括心理安全感、对差异的欣赏、对新思想的开放态度以及反思时间。第二个是具体的学习过程和实践，包括实验、信息收集与分析以及教育与培训。这两个互补要素由最后一个基石强化：强化学习的领导力。该调查工具能够对所有这些细节进行细致审查，对每个细节进行评分，并提供一个详细比较分析的框架。你可以在机构的职能领域内部及之间进行比较，将你的组织与其他组织进行比较，还可以与作者从对众多行业数百名高管的调查中得出的基准进行对比。在讨论了如何使用他们的工具之后，作者分享了他们在开发过程中获得的见解。最重要的是，他们强调在培育公司及其流程以成为学习型组织时，对话和诊断的重要性。作者的目标——以及他们工具的目的——是帮助你如实描绘公司的学习文化以及营造这种氛围的领导者形象。
