Learning in Action - A guide to putting the learning organization to work By David A Garvin Harvard Business School Press, 2000

This insightful book is meant to help companies understand how to leverage knowledge and make it a key corporate asset. The learning process involves acquiring, interpreting and applying knowledge. Author, David Garvin of Harvard Business School examines the challenges associated with each of these steps. He also explains how the three modes of learning, intelligence gathering, experience and experimentation can be effectively deployed. He examines the role leadership must play in making learning a day-to-day reality in their organizations.

From individual to organizational learning
Learning is the most natural of activities. It is an essential part of human experience. And it is a life long process, whether we recognize it or not. As individuals, we are motivated to learn to satisfy our curiosity, pass an examination, solve a problem or move on to a new role/career.

Though the importance of learning is widely acknowledged, many managers remain cynical. They look at learning as something of “questionable value” that diverts the attention of employees from “real work.” Learning is also viewed by many managers as something which releases human potential, not something which improves the bottom-line. Another point to be noted is that managers like stability and predictability. This is somewhat inconsistent with learning which encourages constant questioning and repeated reevaluations of established practice.

So learning has yet to gain a strong central position in many corporations. It occurs more through benign neglect than active support. Many managers regard time spent on learning as a necessary but unproductive evil. Garvin mentions that this is a very narrow view indeed: “Far from being academic, philosophical and