The organization's culture as it relates to shared knowledge

Suppose that your organization, or an organization that you are familiar with, is dealing with a major issue in transitioning individual learning (such as sharing knowledge, training programs, working as a team, experiences, procedures, and processes) into organizational learning. The chief executive officer (CEO) has asked you, as the vice president of human resources, to assist with the issue and to help the organization transition its culture to this new way of learning. Before you provide any recommendations to address the issue, you must first research the root of the problem and the resistance to this transition. Assess the organization's culture as it relates to shared knowledge, and then specify the significant issue (or issues) that you discovered with the culture. Determine the disconnect you observed between culture and organizational learning using three of the five mystifications. Support your response with at least one example of each selected mystification within the organization. Present your opinion on the current Organizational Learning Mechanisms (OLMs) that hinder organizational learning. Support your response with one example of a training or learning initiative (for example, sharing knowledge, training programs, working as a team, experiences, procedures, processes) and the outcome when it was applied to the organization. Determine which one of the following OLMs is suitable for replacing the identified OLMs that hinder organizational learning as a corrective action to facilitate the transition from individual to organizational learning: Off-line/Internal, Online/Internal, Off-line/External, or Online/External. Justify your selection. Evaluate the norms of the organization's learning culture to determine the source or sources that currently prevent productive learning by applying two of the following norms: inquiry, issue orientation, transparency, integrity, or accountability. Provide at least one example of each of the selected norms' manifestations within the organization in your evaluation.

Sample Solution

The organization's culture is characterized by a strong emphasis on individual achievement and competition. This is evident in the way that performance is evaluated and rewarded, as well as in the way that information is shared. Employees are encouraged to keep their knowledge and expertise to themselves, as this is seen as a way of gaining an advantage over their colleagues. As a result, there is a reluctance to share knowledge openly, and this hinders the development of a shared knowledge base.

Significant Issues with the Organizational Culture

Fear of losing power or status: Employees may be afraid that if they share their knowledge, they will lose their power or status within the organization. This is because knowledge is often seen as a source of power.

Full Answer Section

Lack of trust: Employees may not trust their colleagues to use their knowledge responsibly. This can be due to a history of competition or conflict within the organization.
Lack of incentives: There may be no incentives for employees to share their knowledge. For example, employees may not be rewarded for sharing their knowledge, or they may be penalized for making mistakes.

Disconnect between Culture and Organizational Learning

Mystification of expertise: In this organization, expertise is seen as something that is dimiliki oleh few individuals. This mystification of expertise can lead to a reluctance to share knowledge, as employees may feel that they do not have anything valuable to contribute.
Example: In this organization, there is a group of senior engineers who are known as the "gurus". These engineers are seen as having all the knowledge about the organization's products and processes. As a result, other employees are reluctant to share their knowledge, as they feel that they cannot compete with the gurus.
Mystification of process: In this organization, there is a belief that there is a right way and a wrong way to do everything. This mystification of process can lead to a reluctance to share knowledge, as employees may be afraid of being seen as doing things the wrong way.
Example: In this organization, there is a strict set of procedures for how to do everything. As a result, employees are afraid to deviate from these procedures, even if they have a better way of doing things.
Mystification of outcomes: In this organization, there is a focus on short-term results. This mystification of outcomes can lead to a reluctance to share knowledge, as employees may be afraid that sharing their knowledge will not lead to immediate results.
Example: In this organization, employees are evaluated on their ability to meet short-term goals. As a result, employees are more focused on achieving these goals than on sharing their knowledge.

Organizational Learning Mechanisms (OLMs) that Hinder Organizational Learning

Training programs that are focused on individual skills and knowledge: These training programs do not encourage employees to share their knowledge with others. Instead, they focus on helping employees to develop their own individual skills and knowledge.
Example: In this organization, there is a training program that is designed to teach employees about the organization's products. The program does not include any activities that encourage employees to share their knowledge about the products with each other.

Outcome: The training program was successful in helping employees to learn about the organization's products. However, it did not lead to any increase in knowledge sharing among employees.

Suitable OLM for Replacing the Identified OLMs

The most suitable OLM for replacing the identified OLMs is online/internal. This type of OLM can help to create a more collaborative learning environment, where employees are encouraged to share their knowledge with each other.

Justification: Online/internal OLMs can provide a safe and anonymous space for employees to share their knowledge. This can help to overcome the fear of losing power or status, as well as the lack of trust that can hinder knowledge sharing. Additionally, online/internal OLMs can be used to create a more transparent and accountable learning environment. This can help to ensure that employees are sharing accurate and up-to-date information.

Norms of the Organizational Learning Culture that Prevent Productive Learning

Lack of inquiry: In this organization, there is a lack of inquiry. This means that employees are not encouraged to ask questions or challenge the status quo. As a result, employees are less likely to share new ideas or perspectives.
Example: In this organization, there is a saying that "the boss is always right". This saying discourages employees from questioning the decisions of their superiors. As a result, employees are less likely to share new ideas or perspectives that may conflict with the views of their superiors.
Lack of transparency: In this organization, there is a lack of transparency. This means that information is not freely shared among employees. As a result, employees may not be aware of the knowledge and expertise that exists within the organization.

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