Many leaders see organizational learning simply as sharing existing knowledge. This isn’t surprising given that this is the primary focus of educational institutions, training programs, and leadership development courses. It’s the “sage on the stage” model, in which an expert shares what they know with those who are assumed not to know it. These “best practices” are presumed to work in a variety of different contexts and situations.
Help Employees Create Knowledge — Not Just Share It
Learning isn’t just about relaying information.
August 15, 2017
Summary.
Organizations today need to go beyond finding ways to more efficiently share existing knowledge. In a world that’s less predictable, they need to figure out how to create new knowledge. To do so, managers should understand five essential distinctions: explicit versus tacit knowledge; learning versus performance improvement; individuals versus workgroups and networks; skills versus capabilities; and learning versus unlearning.
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Developing Employees Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Developing Employees. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
Support and challenge your direct reports to help them reach their potential.
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New!
HBR Learning
Developing Employees Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Developing Employees. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
Support and challenge your direct reports to help them reach their potential.