begin the start of rebuilding a country
based on a culture
ancient tradition and innovation!
innovative health, then analyze and discuss in team work that we present, Quico a touch of figurative interview one of the key authors in the process of creativity, innovation and knowledge management:
References: David Garvin. (2000). "Learning in Action. A guide to putting the learning organization to work." USA: Edit. HBP
Innovargh Foundation (EF) .- Good day Dr. Garvin, right to the point: What is the situation you saw with respect to learning in organizations?
David Garvin (DG) .- Twofolds: first, organizations strive to set and announce the learning on a pedestal, but on the other hand, managers, short-term oriented, they claim to be learning that, alienates workers in the "real work." A creativity at work give you the different meaning, for example, Entrepreneurship and enterprising people.
Managers seek stability and predictability, and learning involves questioning, looking for new approaches, however, propose new working methods and processes. Then it is perceived as a threat. In this, leadership Learning starts with the executives, supervisors and managers of organizations.
Second, the scholars, as well as some "guru" of management have given a more academic focus to the topic of learning organizations. This has been uphill to materialize or action learning.
FI .- How focused and conceptualized the learning organization? Particularly
DG .- I have defined the learning organization as "an organization with the capacity to create, acquire, interpret, transfer and retain knowledge, and under one purpose, to modify their behavior to reflect new knowledge and insights "Pg 11. This means that managers must be able to interpret and give meaning to the data collected and structured to identify new ideas, trends and opportunities. The process does not end with the interpretation only, the knowledge also should be shared collectively. New ideas must be disseminated rapidly throughout the organization, not the privileged few. Knowledge eventually be part of organizational memory over time as policies, standards, procedures or strategic initiatives.
But most importantly, begin to incorporate changes in the way of doing the job, prior to any form of reflection. The idea is that the new knowledge into new forms of behavior.
FI .- How do I know if I work in an organization based on learning?
DG .- Respóndanse the following four (4) questions and checks:
1 .- My organization has defined a strategic agenda based business or learning?
2 .- In my organization are avoided mistakes and their consequences?
3 .- My organization works based on what we know? 4 .-
lose critical knowledge is essential when people quit or retire?
An organization desea convertirse en una organización que aprende puede iniciarse materializando los siguientes puntos:
a.- Identificar los retos estratégicos y las grandes oportunidades;
b.- Identificar lo que se necesita aprender para lograr los retos y oportunidades identificadas;
c.- Identificar y ejecutar la forma para adquirir las habilidades y conocimientos necesarios.
FI.- ¿Cuáles son los principales tipos de conocimiento?
DG.- Básicamente, en mi opinión, contamos con los siguientes: el obtenido a través del proceso de inteligencia competitiva del contexto externo con impacto en la organización; en segundo lugar, la experiencia acumulada, registrada y compartida through all and in third place, experimentation or testing prior to the application of new knowledge.
whole process of learning to action, whether through teaching and learning, creation of forums for learning, exploratory assignments, share training experiences, are based on modeling instillation and leadership to lead the process learn and unlearn to create and innovate.
FI .- Dr. Garvin, thank you very much!
Greetings and hope they have been useful,
ca-pub-1481061083777299 
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