Reflections: The Sol Journal最新文献

{"title":"Lessons from Creating a Learning Organization","authors":"Fredrick Simon, Ketsara Rugchart","doi":"10.1162/15241730360580168","DOIUrl":"https://doi.org/10.1162/15241730360580168","url":null,"abstract":"","PeriodicalId":220561,"journal":{"name":"Reflections: The Sol Journal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130575256","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"From Performance to Presence: The Organic Nature of Learning and Change","authors":"Michael D. Jones","doi":"10.1162/15241730360580186","DOIUrl":"https://doi.org/10.1162/15241730360580186","url":null,"abstract":"","PeriodicalId":220561,"journal":{"name":"Reflections: The Sol Journal","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126492642","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"THE FOUR ELEMENTS OF EVERY SUCCESSFUL STORY","authors":"R. Dickman","doi":"10.1162/15241730360580212","DOIUrl":"https://doi.org/10.1162/15241730360580212","url":null,"abstract":"","PeriodicalId":220561,"journal":{"name":"Reflections: The Sol Journal","volume":"122 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133263800","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"New World Wine in Old World Bottles","authors":"A. Mclean, Marsha George McLean","doi":"10.1162/152417302762251345","DOIUrl":"https://doi.org/10.1162/152417302762251345","url":null,"abstract":"","PeriodicalId":220561,"journal":{"name":"Reflections: The Sol Journal","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126803170","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leadership Is about Setting the Tone: An Interview with Ju¨rgen Dormann","authors":"C. O. Scharmer","doi":"10.1162/152417302762251309","DOIUrl":"https://doi.org/10.1162/152417302762251309","url":null,"abstract":"","PeriodicalId":220561,"journal":{"name":"Reflections: The Sol Journal","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127719076","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Accelerating the Organization Design Process","authors":"W. Lytle","doi":"10.1162/152417302762251354","DOIUrl":"https://doi.org/10.1162/152417302762251354","url":null,"abstract":"","PeriodicalId":220561,"journal":{"name":"Reflections: The Sol Journal","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115485412","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Community Knowledge Sharing in Practice: The Eureka Story","authors":"D. Bobrow, Jack Whalen","doi":"10.1162/152417302762251336","DOIUrl":"https://doi.org/10.1162/152417302762251336","url":null,"abstract":"An organization’s most valuable knowledge—its essential intellectual capital—is not limited to the information in ofŽcial document repositories and databases, such as scientiŽc formulae, ‘‘hard’’ research data, computer codes, codiŽed procedures, Žnancial Žgures, customer records, and the like. It also includes the largely undocumented ideas, insights, and know-how of its members (see, for example, Nonaka and Takeuchi, 1995; Stewart, 1997; Davenport and Prusak, 1997; Senge et al., 1999). This informal (often tacit) knowledge is deeply rooted in individuals’ experiences and the culture of their work communities. It commonly originates as practical solutions— through everyday inventions and discoveries—to the problems they must solve and thus serves as the critical resource for ordinary work practice (see, especially, Brown and Duguid, 1991, 2000). Much of this knowledge often remains embedded in practice. Small circles of colleagues and work groups commonly share crucial steps in a new practice and fresh solutions to recalcitrant problems through conversations and stories, with members Ž lling in the background and gaps from their own experience. These groups and communities use the local vernacular to express these instructions and stories. Organizations face the challenge of somehow converting this valuable but mainly local knowledge into forms that other members of the organization can understand and, perhaps most important, act on. Here we present a detailed account of one organization’s effort to encourage inventiveness, capture new ideas, and use technology to then share the best of this knowledge beyond a local work group. Our account is based on our experiences during seven years with the design, development, deployment, and evaluation of the Eureka system at Xerox Corporation. Xerox uses Eureka to support the customer service engineers (CSEs) who repair the copiers and printers installed at customer sites. In four iterations, the system went from an experiment that researchers at the Xerox Palo Alto Research Center (PARC) designed to measure the value of codiŽed Želd experience to a system deployed to 20,000 CSEs worldwide. By focusing on communities and how they share knowledge in ordinary practice, we developed a set of questions and a methodology that we hope will enable others to build similar community knowledge-sharing systems. However, deploying any knowledge system involves pushing changes within a corporate culture; understanding the Eureka experience and the problems facing all knowledge systems to be deployed in the real world requires equal focus on these challenges. Our narrative covers the history of this project, carefully detailing the fundamental interrelationships between the social and the technical.We include a framework for building these kinds of community systems (see the sidebar) and our reections on the barriers to organizational change that their proponents confront.","PeriodicalId":220561,"journal":{"name":"Reflections: The Sol Journal","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126920835","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Internal Outsiders Transform Tradition-Bound Organizations","authors":"A. B. Antal, Camilla Krebsbach-Gnath","doi":"10.1162/152417302762251318","DOIUrl":"https://doi.org/10.1162/152417302762251318","url":null,"abstract":"","PeriodicalId":220561,"journal":{"name":"Reflections: The Sol Journal","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121148292","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Models and Tools for Stability and Change in Human Systems","authors":"E. Schein","doi":"10.1162/152417302762251327","DOIUrl":"https://doi.org/10.1162/152417302762251327","url":null,"abstract":"I n this article, I will Žrst differentiate types of change that occur in human systems and will then provide a model that makes it possible to understand not only the nature of change but, equally important, the nature of stability. Change and stability are two sides of the same coin. Hence, consultants and managers have to be concerned about the management of both processes. Within the framework of stability and change, I will then examine what we mean by learning, especially as we apply that term to groups, organizations, and larger social systems. As we will see, learning is a perpetual process and one of many types of change that occur in human systems all the time. If such learning did not occur, such systems would not survive. But the learning that creates stability and culture is different from the learning that enables organizations to innovate as they encounter changing conditions in both their external and internal environments.","PeriodicalId":220561,"journal":{"name":"Reflections: The Sol Journal","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130385880","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Teaching Smart People How to Learn","authors":"C. Argyris","doi":"10.1162/152417302762251291","DOIUrl":"https://doi.org/10.1162/152417302762251291","url":null,"abstract":"Why are your smartest and most successful employees often the worst learners? Likely, they haven't had the opportunities for introspection that failure affords. So when they do fail, instead of critically examining their own behavior, they cast blame outward--on anyone or anything they can. In Teaching Smart People How to Learn, Chris Argyris sheds light on the forces that prevent highly skilled employees for learning from mistakes and offers suggestions for helping talented employees develop more productive responses. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice-many of which still speak to and influence us today. The HBR Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each volume contains a groundbreaking idea that has shaped best practices and inspired countless managers around the world-and will change how you think about the business world today.","PeriodicalId":220561,"journal":{"name":"Reflections: The Sol Journal","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2002-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131996396","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}