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Collective learning: A way over the ridge to a new organizational attractor

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A theoretical model of collective learning has been developed based on complex systems theory. The need for collective learning is illustrated by an empirical study of an "unsuccessful" organizational-renewal project in a Swedish Telecom firm. The conclusion, using chaordic systems thinking as a diagnostic framework, is that its interior was underdeveloped. A suggestion is given for use of collective learning to develop the organizational-mind domain of the telecom firm in order to make the desired organizational-behavior change more likely to occur. Collective learning is drawn apart for analytical purposes into four abilities: relationics, correlation, internal model, and praxis. It was possible to operationalize the theoretical model into a questionnaire and the model functioned well when analyzing the answers in a way that could be understood and accepted by the respondents of the questionnaire, and to give a base for work on improvements.
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Keywords: Complexity Theory; Learning; Organizational Development

Document Type: Research Article

Publication date: June 1, 2004

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