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Summary King, D; Lawley, S; Organisational behaviour - Chapter 10 Knowledge and learning €3,11   In winkelwagen

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Summary King, D; Lawley, S; Organisational behaviour - Chapter 10 Knowledge and learning

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English summary of Chapter 10 'Knowledge and Learning' from the book 'Organisational behaviour' written by Daniel King and Scott Lawley.

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  • Chapter 10
  • 28 september 2015
  • 3
  • 2015/2016
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Linda071195
Chapter 10 Knowledge and learning

Individual learning
Surface learning: learn a set of facts
Deep learning: understand knowledge in its context and from our own experience
 think about the ways in which we learn best and develop our learning style

Behavioural psychology: people are motivated by rewards and punishments
Gestalt psychology: associations and patterns in learning  how we structure
perceptions in memory into patterns and forms

Polanyi
Three types of knowledge:
1. Knowledge that: knowing a fact
2. Knowledge how: deeper understanding of how that fact can be used in
context
3. Knowledge of: acquaintance knowledge  familiarity with something
(person)

Distinction between two types of knowledge:
1. Explicit knowledge: which can be codified or written down, and then
communicated clearly to other people
2. Tacit knowledge: knowledge which comes from experience  personal
 Mostly a mix  driving, doctors

Kolb made a learning cycle:
Concrete experience(1)  reflective observation(2)  abstract
conceptualisation(3)  active experimentation(4)
 Experiential learning
(1) Where we do, or have an experience
(2) Where we review and reflect on the experience
(3) Where we conclude and learn from our reflections on the experience
(4) Planning and trying out what has been learned from the experience

Four learning stages:
1. Activists: prefer the actual experience itself  Having an experience
2. Reflectors: spend time thinking over what they have done  reviewing
3. Theorists: rational and logical thinkers who work best with abstract
knowledge as models  concluding
4. Pragmatists: try out new ideas to see how they work  planning

Gardner
People have different types of intelligence:
 Verbal/linguistic intelligence: ability to understand and use language to
express oneself
 Musical intelligence: performing music and understanding musical
compositions and pitch
 Spatial intelligence: awareness of space and patterns around us
 Bodily/kinaesthetic intelligence: ability to do things with the body
 Logical/mathematical intelligence: ability to perform analytical, scientific
tasks
 Interpersonal intelligence: ability to understand, empathise and work with
others

,  Intrapersonal intelligence: being able to understand ourselves and our
feelings
 Multiple intelligence
 Different combinations

Fleming’s VARK model:
 Visual: learn best from visual clues
 Auditory: learn best from listening to descriptions and explanations
 Reading/writing: learn best from reading texts and using written notes to
organise that knowledge
 Kinesthetic: learn best by doing things

Approaches that distinguish between the quality of learning that people
undertake:
 Surface learning: learning a set of facts off by heart
 Deep learning: the learner gains a deeper level of knowledge and
understanding

Deuteron learning: describe levels of learning with greater depth
Banking education: learners are seen as being like an empty bank account, there
to be filled passively with deposits of knowledge
Reflective practice: a worker doesn’t simply do their job but they see their work
as an ongoing cycle of continuous learning, whereby they reflect upon their
experiences in the workplace

Organisational knowledge: possession of which gives success and competitive
advantage to organisations
Knowledge intensive firms: premium on knowledge  pharmaceuticals
Two dimensions of organisational knowledge:
1. Is the knowledge located in individuals within the organisation or is it more
of a collective property of the organisation
2. Is the knowledge explicit or tacit

Five facets of knowledge:
1. Embrained knowledge: explicit and individual
2. Embodied knowledge: individual and tacit
3. Encultured knowledge: organisational with tacit and explicit dimensions
4. Embedded knowledge: organisational with tacit and explicit dimensions
5. Encoded knowledge: organisational and explicit

Nonaka
Create knowledge and innovate continually is something that brings competitive
advantage
Knowledge-creating company: ways in which particular types of knowledge are
transferred
 Explicit  explicit: combination
 Explicit  tacit: internalisation
 Tacit  explicit: externalisation, articulation
 Tacit  tacit: socialisation

Argyris and Schön
Single- and double-loop learning: from surface learning to deep learning

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