DCE3601
Model Organisasi Pembelajaran
The Fragrance and Taste of Durian
Human Knowledge (Polanyi, 1966)
• “We can know more than we can tell” (p.4)
• Classified into
– Explicit knowledge
– Tacit knowledge
Explicit Knowledge
• Codified knowledge that can be expressed
through formal language
• Generally captured in speech, written
documents and databases.
Tacit or Explicit
Lecture Notes
Beckham Executing a free kick
Mom cooking rendang
A recipe
A car owner’s manual
An F1 mechanic tuning an F1 car
Tacit Knowledge
• Personal in nature
• Difficult to formalize and communicated
• Tacit knowledge involves (Nonaka, 1994):
– Cognitive elements – “mental models” (JohnsonLaird, 1983) schemata, paradigms, beliefs and
viewpoints that help us view the world
– Technical elements – Concrete know-how, crafts
and skills that are applied to specific contexts
Tacit or Explicit
Lecture Notes
Beckham Executing a free kick
Mom cooking rendang
A recipe
A car owner’s manual
An F1 mechanic tuning an F1 car
Learning
– Formal – Schools, Colleges
– Informal – Interactions, socialization
– Non-formal – Community, NGO
– Incidental – Action, doing
Learning Processes
• Adaptive Learning
- Changes in reaction to changing
environments
• Proactive Learning
- Purposive changes in anticipation of the
future
Beck (1997)
Learning Processes
•
•
Intentional use of learning processes at individual,
group and system level to continuously transform
the organization to increase satisfaction of the
stakeholders
Involves four steps
i.
ii.
iii.
iv.
Widespread generation of ideas
Integration of new/local information
Collective interpretation of information into context
Authority to take responsible action on interpreted
meaning
Evolution of Organizations
(Hitt, 1995)
The
Learning
Organization
Peter Senge, 1990
The
Performance-Based
Organization
Peter Drucker, 1964
The Bureaucratic
Organization
Max Webber, 1947
1900
1950
1990
2000
The Five Disciplines
Peter Senge (1990)
•
•
•
•
•
Systems Thinking
Shared Vision
Mental Model
Personal Mastery
Team Learning
Learning Subsystems Model
Marquardt (1996)
People
People
Knowledge
Learning
Organization
Technology
Learning Organization Action Imperatives (Watkins and
Marsick, 1996)
Provide strategic leadership for learning
Global
Connect organization to its environment
Empower people toward a collective vision
Organization
Create systems to capture and share learning
Continuous
Team
Encourage
Collaboration and Team
Learning
Learning
And
Change
Individuals
Promote enquiry and dialogue
Create continuous learning opportunities
CONTOH
UPM universiti terkemuka dalam bidang penyelidikan
• Systems Thinking: Setiap bahagian akan berkerja
kearah memudahkan penyelidikan dilaksanakan
• Shared Vision: Warga UPM mendukung wawasan
UPM sebagai pusat penyelidikan unggul
• Mental Model: Semua warga bersedia mengamalkan
inovasi dalam penyelidikan
• Personal Mastery: Membentuk kemahiran dan
kemampuan dalam penyelidikan
• Team Learning: Bersama melaksanakan penyelidikan
dan bertukar pengalaman.