Building a Learning Organization

{Excerpt} A learning organization values the role that learning can play in developing organizational effectiveness. It demonstrates this by having an inspiring vision for learning and a learning strategy that will support the organization in achieving its vision. For organizations wishing to remain relevant and thrive, learning better and faster is critically important. Many organizations apply quick and easy fixes often driven by technology. Most are futile attempts to create organizational change. However, organizational learning is neither possible nor sustainable without understanding what drives it. The figure below shows the subsystems of a learning organization: organization, people, knowledge, and technology. Each subsystem supports the others in magnifying the learning as it permeates across the system

Communities of knowledge and knowledge of communities: An appreciative inquiry into rural wellbeing

This article offers a retrospective examination of the use of appreciative inquiry (AI) in a study on rural wellbeing. It provides a reflection on the rationale for choosing AI as a suitable methodology, critiques the application of AI in rural settings and considers its suitability for this inquiry into individual and community wellbeing. The article also considers the value of AI as a participatory research approach for community-university partnerships. A review of the literature on AI is distilled to examine the limitations as well as the utility of AI. Through an effective use of AI, communities of knowledge can be fostered and the knowledge of communities can be valued and harvested to enhance the wellbeing of rural communities.Keywords: appreciative inquiry, wellbeing, rural community, community-university partnership

Impact of organization of organization development interventions on human capital: a case study of Thailand Appreciative Inquiry Network

Thailand Appreciative Inquiry Network (AI Thailand) has been established on 2007. AI Thailand aims to spread Appreciative Inquiry throughout Thailand. At the beginning, AI Thailand had 32 founding members. These 32 founding mem- bers were from diverse background, education and ages. One of the most challenging problems AI Thailand faced at that time was: AI Thailand members lacked of Human Capital in Appreciative Inquiry. If this problem was not properly addressed in a timely manner, AI Thailand would vanish. To address this challenge, the Researcher employed Action Research for eight cycles during eight months in order to develop AI Thailand members’ Human Capital. Organization Development Interventions implemented included: Appreciative Inquiry, Appreciative Coaching and Knowledge Management. For impacts of Organization Development, Participants’ Human Capital was developed. Human Capital consisted of 17 AI Champions, 12 AI Masters and 3 Apprentices. Participants were able to create impacts upon their organizations at diverse degree.Action Research; Organization Development; Appreciative Inquiry; Appreciative Coaching and Human Capital

Building Networks of Practice

{Excerpt} Extensive media coverage of applications such as FaceBook, MySpace, and LinkedIn suggests that networks are a new phenomenon. They are not: the first network was born the day people decided to create organizational structures to serve common interests—that is, at the dawn of mankind. However, the last 10–20 years have witnessed rapid intensification and evolution of networking activities, driven of course by information and communication technologies as well as globalization. These make it possible for individuals to exchange data, information, and knowledge; work collaboratively; and share their views much more quickly and widely than ever before. Thus, less and less of an organization’s knowledge resides within its formal boundaries or communities of practice. Knowledge cannot be separated from the networks that create, use, and transform it. In parallel, networks now play significant roles in how individuals, groups, organizations, and related systems operate. They will be even more important tomorrow. Since we can no longer assume that closely knit groups are the building blocks of human activity—or treat these as discrete units of analysis—we need to recognize and interface with less-bounded organizations, from non-local communities to links among websites. We should make certain that knowledge harvested in the external environment is integrated with what exists within, especially in dynamic fields where innovation stems from inter-organizational knowledge sharing and learning. Therefore, the structure and composition of nodes and ties, and how these affect norms and determine usefulness, must become key concerns. This makes the study of networks of practice a prime interest for both researchers and practitioners

Understanding the effect of IS change: A social capital perspective

This paper argues that by adopting a social capital perspective of the effects of Information Systems (IS) implementation we are able to provide insights into both human and technological aspects of change interventions. This theoretical paper is firmly embedded within socio-technical approaches and aims to conceptualise and address concerns relating to organisational issues of systems and technology management. IS implementation inevitably impacts upon the existing work and social relationships within organisations where there is the potential experience of reduced system effectiveness through a periodic lack of coordination and control. It is evident, in this respect, that the adoption of IS produces challenges to human collaboration which clearly add a social dimension to systems management. The paper broadly outlines how a social capital perspective may determine the areas of focus from IS-driven organisational change and provide indications about potential ways to improve system and technology adoption. This may support more appropriate designs for change interventions that enable organisations to accrue more value from IS

A Handbook of Data Collection Tools: Companion to "A Guide to Measuring Advocacy and Policy"

This handbook of data collection tools is intended to serve as a companion to A Guide to Measuring Advocacy and Policy. Organizational Research Services (ORS) developed this guide on behalf of the Annie E. Casey Foundation to support efforts to develop and implement an evaluation of advocacy and policy work. The companion handbook is dedicated to providing examples of practical tools and processes for collecting useful information from policy and advocacy efforts. Included within this handbook are a legislative process tracking log, a meeting observation checklist, a policy brief stakeholder survey, a policy tracking analysis tool, and a policy tracking form.This best practice provides an approach to measure advocacy and policy change efforts, starting with a theory of change, identifying outcome categories, and selecting practical approaches to measurement

The Critical Incident Technique

{Excerpt} Organizations are often challenged to identify and resolve workplace problems. The Critical Incident technique gives them a starting point and a process for advancing organizational development through learning experiences. It helps them study “what people do” in various situations. One might think there are no answers to the following questions: How fast can you think on your feet? How do you react in the face of the unexpected? How can you prepare if you cannot predict? And yet, there are. Evidently, some behaviors contribute to the successor failure of individuals—and organizations—in specific situations. And so, responses to the unforeseen lie in identifying before the fact events or circumstances, or series of them, that are outside the range of ordinary human experiences. The questions posed earlier are as old as mankind; but our ability to address them owes largely to the relatively recent work of John Flanagan. These days critical incidents can be harvested to provide a rich, personal perspective of life that facilitates understanding of the issues and obstacles people face every now and then and illuminates avenues for improvement (or replication if outcomes are effective)—avenues that may not be apparent through purely quantitative methods of data collection. This should matter to high-performance organizations

Building a Strategic Learning and Evaluation System for Your Organization

The current state of evaluation in the philanthropic and nonprofit sectors points to the need for a more strategic approach to evaluation. In this guide, we provide a framework and set of practices that can help organizations be more systematic, coordinated, and intentional about what to evaluate, when, why, with whom, and with what resources

Community Participation in Festivals : An Appreciative Inquiry Approach to Research

Peer reviewedFinal Accepted Versio

Cultural Transformation in Health Care

Describes the role of organizational culture in healthcare organizations. Recommends strategies for innovative approaches to improve the overall performance of the U.S. healthcare system