The
Problem
and
the
Solution. When organizations change, employees are challenged to learn continuously through both formal and informal means. Human resources developers need to know more about how to enhance such learning. Research suggests that work can be designed to make time and space for learning People learn more when they continually scan their environment, heighten their awareness around learning, pay attention to goals and turning points, and develop skills of reflection while taking action. Finally, people learn more easily in a culture of collaboration and trust
Get full access to this article
View all access options for this article.
References
1.
Argyns, C., & Schön, D. (1978). Organizational learning: A theory of action perspective . San Francisco: Jossey-Bass.
2.
Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ:Prentice-Hall.
3.
Candy, P.C. (1991). Self-direction for lifelong learning: A comprehensive guide to theory and practice. San Francisco. Jossey-Bass.
4.
Center for Workforce Development. (1998). The teaching firm Where productive work and learning converge. Report on research findings and implications. Newton, MA. Education Development Center, Inc.
5.
Marsick, V.J., & Watkins, K.E. (1990). Informal and incidental learning in the workplaceLondon: Routledge.
6.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company. New York. Oxford.
7.
Senge, P.M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday.
8.
Zuboff, S. (1988). In the age of the smart machine: The future of work and power. New York. Basic Books.
