Proceedings of the 12th European Conference on Knowledge ...

Leila Beig et al
source context Elements Sub element
B.Britton,
1998
The Key
functions <strong>of</strong> a
learning
organization
System
Connections
Leadership
Support
Supportive
Culture
Ga<strong>the</strong>ring
internal
experience
Accessing
external
learning
Communicati
on systems
Mechanisms
for drawing
conclusions
Developing
an
organizationa
l memory
Integrating
learning into
strategy and
policy
different levels and work groups
Balance between work and family
Thinking from a global perspective
Applying <strong>the</strong> customers' views in
decision making
Considering <strong>the</strong> impact <strong>of</strong> decisions
on employee morale
Working toge<strong>the</strong>r with <strong>the</strong> outside
community
Supporting learning opportunities
and training
Sharing up to date information
Organization's vision
Leaders as mentor and coach
Looking for opportunities to learn
Consistency <strong>of</strong> <strong>the</strong> organization's
actions with its values
Rewarding based on learning
High priority for sharing experience
and knowledge
Encouraging <strong>the</strong> experimentation
Easy access to resources and
facilities
Systematic procedures for <strong>the</strong>
regular monitoring and evaluation
Drawing lesson learned from work
and sharing it
Ga<strong>the</strong>ring and sharing relevant
information with o<strong>the</strong>rs
Co-operation with o<strong>the</strong>r
organizations to learn from <strong>the</strong>ir
experience
Free flowing <strong>of</strong> information
throughout <strong>the</strong> organization
Wide range <strong>of</strong> mechanisms for
sharing experience
Easy access to information on <strong>the</strong>
lessons
Encouraging sharing information
using electronic media
Skilled Staff at sharing <strong>the</strong>ir personal
knowledge and wisdom
Learning from experience as <strong>the</strong>
responsibility <strong>of</strong> everyone
Analyzing Monitoring and evaluation
reports routinely
Skilled organization at Converting
raw information from internal
evaluations and research into
useable knowledge
Using a continuous improvement
approach
easily accessible databases,
resource/information centers and
data retrieval systems
key documents are cross-referenced
and easily accessible to all staff
systematic database <strong>of</strong> all project
and program work
Strategy development as a learning
process
Policy making involves all people
All management processes
80
Corresponding KM
elements
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Leadership Support
culture
KM Process
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IT infrastructure
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Knowledge strategy