Information Technology in Learning Organizations

Learning Organizations, Work Flow, and Information Technology Roelf Woldring Workplace Competence International Limited © WCI, 5905 Third Line of Erin, Hillsburgh, Ontario, Canada N0B 1Z0 1-519-855-4582 [email_address]

Is there a connection? Yes because … … 1 of 2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Is there a connection? Yes because … … 2 of 2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Background Idea: What is the Smart Habit Acquisition Cycle? ,[object Object],[object Object],[object Object],[object Object],Individuals need to go through this cycle in order to replace old smart habits or acquire new ones. The Personal Competence Development Cycle unconscious incompetence conscious incompetence conscious competence unconscious competence Feedback Practice / Application Learning / Coaching Smart Habit

Background Idea: What are “Inter-locked patterns of repetitive work”? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Organizations accomplish their goals through explicitly designed or implicitly developed “interlocked patterns of repetitive work” that are used by their members to do day-to-day work … … ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Continuous change, as opposed to “change releases” runs against the innate psychological nature of humans beings ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Consequence: A learning organization explicitly manages the part of IT that implements new functionality as part of a “released change” organizational improvement program. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Consequence (continued ): In a learning organization, IT application development and maintenance is responsive to strategic and tactical direction set by an Learning Organization unit that explicitly designs work flow for the organization . ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The Dynamics of Released Change in A Learning Organization Organizational Learning Unit: Holds final signoff on all Business Requirements For Structured, Anticipated Workflows Best Practices Learning from past experience / mistakes Strategic Vision ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Operating Experience And Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Business Requirements (work flow, business rules, data needs) Monitoring Of Use Dialogue / Exchange On Work Flow Upgrades IT Operational Services Next Release Policy & Non-automated Practices Application Maintenance (Fix Current Functionality) Requests Specifications for Next Release Computer Applications Next Release Computer Applications / Upgrades IT Industry Developments Note: this is an example of an explicitly designed high level work flow.

Information Technology in Learning Organizations

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Information Technology in Learning Organizations