Abstract
![CDATA[This paper argues that strongly shared mental models, far from encouraging learning and developing knowledge, can actively prevent them, leading to stagnation. An analysis of learning and knowledge development in learning and non-learning organisations demonstrated few differences.It is shown that the use of targets to encourage learning (developed from new visions and mental models), the type and levels of knowledge being gained, as well as the difficulties inherent in learning transfer itself, will all lead to problems which culminate in the system's openness being challenged and to companies predeterming knowledge acquisition. Such predermination constructs a boundary around the organisation and what is seen as acceptable within it so that, although new knowledge may enter the system, the likelihood of its usefulness being recognised seems low and much may be rejected. The possibility that the filtration systems developed from strongly shared mental models may lead to stagnation and, ultimately, organisational failure is considered.]]
Original language | English |
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Title of host publication | Management in a World of Diversity and Change: Proceedings of the SAM/IFSAM VIIth World Congress, Göteborg, Sweden, 5-7 July, 2004 |
Publisher | School of Economics and Commercial Law, Goteburg University |
Number of pages | 1 |
Publication status | Published - 2004 |
Event | SAM/IFSAM World Congress - Duration: 1 Jan 2004 → … |
Conference
Conference | SAM/IFSAM World Congress |
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Period | 1/01/04 → … |
Keywords
- organizational learning
- knowledge
- organizational effectiveness
- mental models
- stagnation