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A Systemic Approach to Processes of Power in Learning Organizations: Part I - Literature, Theory, and Methodology of Triple Loop Learning
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Flood, Robert L.; Romm, Norma R. A. – Learning Organization, 2018
Purpose: The purpose of the paper is to introduce a systemic approach to organizational learning "triple loop learning" (TLL) that addresses processes of power. Three equally important foci in our TLL are processes of design, processes of debate and processes of power. The focus on power aims to shift "power over" (power as…
Descriptors: Power Structure, Organizational Culture, Learning, Systems Approach
A Systemic Approach to Processes of Power in Learning Organizations: Part II - Triple Loop Learning and a Facilitative Intervention in the "500 Schools Project"
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Flood, Robert L.; Romm, Norma R. A. – Learning Organization, 2018
Purpose: The purpose of this paper is to give practical insights into the systemic approach to organizational learning "triple loop learning" (TLL; introduced in Part I) by reflecting on a facilitated research-and-intervention undertaken in South Africa as part of the "500 Schools Project". Design/methodology/approach: The…
Descriptors: Power Structure, Organizational Culture, Learning, Systems Approach
Confucius Institutes: Distributed Leadership and Knowledge Sharing in a Worldwide Network
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Li, Hsi Chang; Mirmirani, Sam; Ilacqua, Joseph A. – Learning Organization, 2009
Purpose: The purpose of this paper is to focus on Confucius Institutes and assess the applicability of theories of leadership and knowledge sharing to multinational organizations and worldwide networks. Growth of multinational trade and decrease in international tension have facilitated the globalization of both profit-seeking and non-profit…
Descriptors: Foreign Countries, Social Theories, Knowledge Management, Sharing Behavior
Learning to Make More Effective Decisions: Changing Beliefs as a Prelude to Action
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Friedman, Sheldon – Learning Organization, 2004
Decision-makers in organizations often make what appear as being intuitively obviously and reasonable decisions, which often turn out to yield unintended outcomes. The cause of such ineffective decisions can be a combination of cognitive biases, poor mental models of complex systems, and errors in thinking provoked by anxiety, all of which tend to…
Descriptors: Organizations (Groups), Decision Making, Role Playing, Simulation