Organizational Learning Program

Mooncore Telescopes (a fictitious company) manufactures a telescope for amateur astronomers. The company wants to increase the efficiency of the organization by creating a next-generation telescope that meets the needs of amateur and professional astronomers. Our goal is to create a telescope with unexpected space observation using the latest technology. In order to motivate employees and make them consistent with their vision, the company decided to adopt a strategy called "to extend goals". Employees lack a clear understanding of how to accomplish them, as extending the goal is far beyond what is currently being achieved.

Ideally, people want to embed organizational learning in the knowledge management program to support the knowledge management process. To achieve this goal, you need a knowledge network of workers, managers, and leaders supported by technology and process infrastructure, such as the collaboration team's organizational structure and learning and sharing culture. This combination greatly improves the ability to change the organization's learning rate (and learning rate). The goal is to provide rapid internal adjustment, agility, and effective external influences on the environment.

A basic representation of a program or organization learning process that can be integrated into graph change theory is described below. Here, we use the monitoring, reflection and learning process to identify and amplify the root cause (R1) of a successful plan, but to determine the root cause (B2) of the plan if its expected result is invalid, . The equilibrium cycle also has several potential uses in the transformation graph theory. At the most basic level, you can explain the process of change that an organization attempts to turn a bad situation into an ideal situation based on a predefined vision or goal, using a goal-seeking cycle.

The purpose of organization learning tends to be aggressive organization change. In some cases, an overall organization change is expectation or prerequisite to increase effectiveness or simply to sustain. Most organizations are incomplete and may undergo positive change even at very high levels. Organization change, organization development, and organization learning agents often cooperate synchronously. Actually, it may be difficult to distinguish. What process is necessary to create value for organization learning, knowledge sharing, and even large scale transformation of the organization?