Keynote presentation for the Researching Work and Learning conference 2005 (RWL4) in Sydney, Australien
The question derives from a research project in which I explored whether a deliberate change process in an organisation would lead to organisational learning. The idea was to see whether it was possible to depict the unfolding of organisational learning processes in the turmoil of change in an organisation. If this is the case we may be able to provide clues as to how to deliberately support organisational processes of learning. The study was a case study of a local municipality in Denmark that was pursuing a change from a conventional to a digitalised organisation. The theoretical approach was to see whether a pragmatic understanding of learning and organising could open up the organisational learning process. The work took me to a conclusion in which I point to the value of tensions in organisations. It also made me stress the necessity of an awareness of tensions being bridgeable or insurmountable.
Proceedings Rwl 4, 2005
organisatorisk læring; organisational change; organisational learning; american pragmatism; tensions; social arenas/worlds; learning in practice
Main Research Area:
The Researching Work and Learning conference 2005 (RWL4)