Continuous Learning: Why Is It Still an Issue?
There has been much discussion and exhortation regarding the need for continuous learning in organizations. We examine why this is still an unresolved issue in most organizations by identifying some of the most prevalent obstacles to continuous learning. General issues are discussed that are associa...
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sg-smu-ink.lkcsb_research-19562010-09-23T06:24:04Z Continuous Learning: Why Is It Still an Issue? DAY, David Vaughan Tate, Brian W. There has been much discussion and exhortation regarding the need for continuous learning in organizations. We examine why this is still an unresolved issue in most organizations by identifying some of the most prevalent obstacles to continuous learning. General issues are discussed that are associated with the schematic nature of human information processing, as well as the fragile nature of the experiential learning cycle, especially as it pertains to action. We conclude with an emergent multi-level framework that is organized around personal, relational, and structural obstacles to continuous learning in organizations. Removing as many obstacles as possible to individual, team, and organization learning appears to be a promising way to begin to move organizations from the state of relative vulnerability with regard to continuous learning to one of resilience. 2006-01-01T08:00:00Z text https://ink.library.smu.edu.sg/lkcsb_research/957 info:doi/10.1016/s1475-9144(06)05007-7 https://doi.org/10.1016/s1475-9144(06)05007-7 Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University Business |
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There has been much discussion and exhortation regarding the need for continuous learning in organizations. We examine why this is still an unresolved issue in most organizations by identifying some of the most prevalent obstacles to continuous learning. General issues are discussed that are associated with the schematic nature of human information processing, as well as the fragile nature of the experiential learning cycle, especially as it pertains to action. We conclude with an emergent multi-level framework that is organized around personal, relational, and structural obstacles to continuous learning in organizations. Removing as many obstacles as possible to individual, team, and organization learning appears to be a promising way to begin to move organizations from the state of relative vulnerability with regard to continuous learning to one of resilience. |
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text |
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DAY, David Vaughan Tate, Brian W. |
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DAY, David Vaughan Tate, Brian W. |
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DAY, David Vaughan |
title |
Continuous Learning: Why Is It Still an Issue? |
title_short |
Continuous Learning: Why Is It Still an Issue? |
title_full |
Continuous Learning: Why Is It Still an Issue? |
title_fullStr |
Continuous Learning: Why Is It Still an Issue? |
title_full_unstemmed |
Continuous Learning: Why Is It Still an Issue? |
title_sort |
continuous learning: why is it still an issue? |
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Institutional Knowledge at Singapore Management University |
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2006 |
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https://ink.library.smu.edu.sg/lkcsb_research/957 https://doi.org/10.1016/s1475-9144(06)05007-7 |
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