Using the learning square
By: LINDLEY, Eric
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Contributor(s): WHEELER, Frederick.
Material type: 
ArticlePublisher: West Yorkshire, England : MCB University Press, 2001Subject(s): Tomada de Decisão | Sistema de Informação | Learning organization | EstratégiaThe Learning Organization : an international journal 8, 3 and 4, p. 114-124Abstract: The shift to a knowledge-based paradigm of management demands new conceptual tools for decision-makers. Unfortunately, as writings on organizationallearning and learning organizations have grown their clarity and focus have reduced, creating difficulties for managers who seek to apply these ideas. We propose a conceptual Learning Square with four mutually reinforcing domains Multi-dimensional goals, Using tacit knowledge, Continual learning, and Shared vision that simplifies the issues. We illustrate the idea by analysing four critical episodes in the development of IS (information systems) within one firm that followed the trends of the last decade, towards corporate downsizing and radical business reengineering. We show how these policies often failed to engage with issues of learning and the use of peoples tacit knowledge. Managers can evaluate their decisions against the criteria of the Learning Square to improve the effectiveness of competitive strategies
The shift to a knowledge-based paradigm of management demands new conceptual tools for decision-makers. Unfortunately, as writings on organizationallearning and learning organizations have grown their clarity and focus have reduced, creating difficulties for managers who seek to apply these ideas. We propose a conceptual Learning Square with four mutually reinforcing domains Multi-dimensional goals, Using tacit knowledge, Continual learning, and Shared vision that simplifies the issues. We illustrate the idea by analysing four critical episodes in the development of IS (information systems) within one firm that followed the trends of the last decade, towards corporate downsizing and radical business reengineering. We show how these policies often failed to engage with issues of learning and the use of peoples tacit knowledge. Managers can evaluate their decisions against the criteria of the Learning Square to improve the effectiveness of competitive strategies
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