Organisational learning processes

Structuring of Organisational Learning Processes -The Major Lever for Patient Safety Culture ... 

It is also the time to take stock formally of how well the project was implemented. The projects successes and problems are highlighted and critically reviewed in a positive way. The results of this review should be formally documented for future reference and made available for discussion within the company as part of the knowledge management system. This retrospective review of the project will make a serious contribution to the learning process of all Project Managers and team members, so that projects can be organised even more efficiently in the future. 

The basic version of the NMMS framework described above shows its functioning at the level of the safety department in an organisation. The learning process thus takes place at the level of "end-users" (e.g. operators, etc.), their direct supervisors and the local safety staff. Feedback loops which make this learning process possible are not. only the "evaluation" loop back to module 1, but also several smaller loops within the framework, e.g. when the purpose is modelling, module 6 may very well influence module 4, which in turn may change the ways in which the "input" modules 1,2 and 3 operate. 

In this study, we test the following three-phase description of the process of analogical reasoning, for its usefulness in organising a learning process ... 

Baram notes that the presumption has been that biotechnology was an area where information about failures would be rapidly communicated and that the processes of organisation learning would ensure safety improvements. This was an area, in short, where self-regulation might have been expected to work. He argues, however, that this has not been the case and that commercial pressures and conflicts of interest have prevented the dissemination of critical information. The picture he paints is akin to the wild west frontier where individuals pursue their own interest with little or no control by government. 

In a police investigation of a severe accident, the investigators will look for breaches of statutory duties and other evidence of criminal negligence or wilful criminal acts. When addressing the question of culpability, the investigation will produce defensive reactions on behalf of the individuals and the organisation concerned. These reactions will counteract openness and trust and will obstruct the learning process. 

We now move to criteria derived from theories on human information processing and organisational learning. The SHE performance indicator must be transparent and easily understood in that its meaning is apparent and compatible with the users s theoretical understanding and unconscious mental models. 

Organisational learning, whereby the team members detailed knowledge about conditions at the workplace of relevance to the investigation are made available in the decision-making. Team discussions also contribute, first, to a transfer of tacit knowledge between team members in a process called socialisation, and second, to the development of a shared understanding of causal mechanisms. 

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