David A. Garvin

Amy C. Edmondson

Francesca Gino

Los líderes pueden pensar que hacer que sus organizaciones aprendan es solo cuestión de articular una visión clara, ofrecer a los empleados los incentivos adecuados e impartir mucha formación. Esta suposición no solo es errónea, sino que es arriesgada ante la intensificación de la competencia, los avances de la tecnología y los cambios en las preferencias de los clientes.

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Reprint: R0803H
An organization with a strong learning culture faces the unpredictable deftly. However, a concrete method for understanding precisely how an institution learns and 
for identifying specific steps to help it learn better has remained elusive. A new survey instrument from professors Garvin and Edmondson of Harvard Business School and 
assistant professor Gino of Carnegie Mellon University allows you to ground your efforts in becoming a learning organization.
The tool&#8217;s conceptual foundation is what the authors call the three building blocks of a learning organization. The first, a supportive learning environment, 
comprises psychological safety, appreciation of differences, openness to new ideas, and time for reflection. The second, concrete learning processes and practices, includes 
experimentation, information collection and analysis, and education and training. These two complementary elements are fortified by the final building block: leadership that 
reinforces learning.
The survey instrument enables a granular examination of all these particulars, scores each of them, and provides a framework for detailed, comparative analysis. 
You can make comparisons within and among your institution&#8217;s functional areas, between your organization and others, and against benchmarks that the authors have derived 
from their surveys of hundreds of executives in many industries.
After discussing how to use their tool, the authors share the insights they acquired as they developed it. Above all, they emphasize the importance of dialogue and 
diagnosis as you nurture your company and its processes with the aim of becoming a learning organization. The authors&#8217; goal&#8212;and the purpose of their tool&#8212;is to help you 
paint an honest picture of your firm&#8217;s learning culture and of the leaders who set its tone.

Is Yours a Learning Organization?

Reimpresión: R0803H Una organización con una sólida cultura de aprendizaje se enfrenta a lo impredecible con destreza. Sin embargo, un método concreto para entender con precisión cómo una institución aprende y porque identificar medidas específicas que le ayuden a aprender mejor sigue siendo difícil de alcanzar. Un nuevo instrumento de encuesta de los profesores Garvin y Edmondson de la Escuela de Negocios de Harvard y El profesor adjunto Gino de la Universidad Carnegie Mellon le permite basar sus esfuerzos en convertirse en una organización de aprendizaje. La base conceptual de la herramienta es lo que los autores denominan los tres componentes básicos de una organización del aprendizaje. La primera, un entorno de aprendizaje propicio, comprende la seguridad psicológica, la apreciación de las diferencias, la apertura a nuevas ideas y el tiempo de reflexión. La segunda, los procesos y prácticas de aprendizaje concretos, incluye experimentación, recopilación y análisis de información y educación y formación. Estos dos elementos complementarios se ven reforzados por el último componente: el liderazgo que refuerza el aprendizaje. El instrumento de encuesta permite un examen detallado de todos estos detalles, califica cada uno de ellos y proporciona un marco para un análisis comparativo detallado. Puede hacer comparaciones dentro de las áreas funcionales de su institución y entre ellas, entre su organización y las demás, y con los puntos de referencia que los autores han obtenido de sus encuestas a cientos de ejecutivos de muchos sectores. Tras hablar de cómo utilizar su herramienta, los autores comparten los conocimientos que adquirieron a medida que la desarrollaban. Por encima de todo, hacen hincapié en la importancia del diálogo y diagnóstico a medida que fomenta su empresa y sus procesos con el objetivo de convertirse en una organización que aprende. El objetivo de los autores, y el propósito de su herramienta, es ayudarlo pinte un panorama honesto de la cultura de aprendizaje de su empresa y de los líderes que marcan su pauta.

&iquest;La suya es una organizaci&oacute;n de aprendizaje?

Reprint: R0803H An organization with a strong learning culture faces the unpredictable deftly. However, a concrete method for understanding precisely how an institution learns and for identifying specific steps to help it learn better has remained elusive. A new survey instrument from professors Garvin and Edmondson of Harvard Business School and assistant professor Gino of Carnegie Mellon University allows you to ground your efforts in becoming a learning organization. The tool’s conceptual foundation is what the authors call the three building blocks of a learning organization. The first, a supportive learning environment, comprises psychological safety, appreciation of differences, openness to new ideas, and time for reflection. The second, concrete learning processes and practices, includes experimentation, information collection and analysis, and education and training. These two complementary elements are fortified by the final building block: leadership that reinforces learning. The survey instrument enables a granular examination of all these particulars, scores each of them, and provides a framework for detailed, comparative analysis. You can make comparisons within and among your institution’s functional areas, between your organization and others, and against benchmarks that the authors have derived from their surveys of hundreds of executives in many industries. After discussing how to use their tool, the authors share the insights they acquired as they developed it. Above all, they emphasize the importance of dialogue and diagnosis as you nurture your company and its processes with the aim of becoming a learning organization. The authors’ goal—and the purpose of their tool—is to help you paint an honest picture of your firm’s learning culture and of the leaders who set its tone.

¿La suya es una organización de aprendizaje?

Resumen.

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