Term used to describe groups in which the organization itself is designed to adapt to changing conditions as opposed to the literal interpretation, a group of people devoted to learning. This makes it more like a chess-playing computer designed to improve with practice than a club that teach chess players better skills. As the quantity and character of knowledge changes and expands, the luxury of learning and honing a static set of skills throughout life is no longer an option. This is as true for organizations as it is for individuals. Where this is not recognized, individuals must shoulder the responsibility for their own development. In a learning organization, development is a shared and coordinated activity where personal visions and newly acquired skills become the stepping stones to the development of the organizational vision and its success. A true learning organization realizes that it is the sum of the knowledge, skills and experiences of its members, and that it must also consciously grow new skills.
Draws together people and organizations from different industries, functions and geographies in a collaborative program of learning, research and practical action, Includes benefits and membership information.
Case study discusses how groupware and the learning organization, in an approach to organizational change and continuous improvement, are synergistic and mutually supportive. By Richard Karash.
Paper discusses how the intelligent organization bridges the knowledge of its domain experts, information content experts and information technology experts. By Chun Wei Choo.
A dialogue about building learning organizations. Offers mailing list membership and archives.
Connects corporations, organizations, researchers and consultants to generate knowledge about and capacity for fundamental innovation and change by engaging in collaborative action inquiry projects. Features communities, projects and contact information.
Links to articles, information and mediagraphy. Features an annotated bibliography.
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