TY  - JOUR
AB  - A theoretical model of collective learning has been developed based on complex systems theory. The need for collective learning is illustrated by an empirical study of an “unsuccessful” organizational‐renewal project in a Swedish Telecom firm. The conclusion, using chaordic systems thinking as a diagnostic framework, is that its interior was underdeveloped. A suggestion is given for use of collective learning to develop the organizational‐mind domain of the telecom firm in order to make the desired organizational‐behavior change more likely to occur. Collective learning is drawn apart for analytical purposes into four abilities: relationics, correlation, internal model, and praxis. It was possible to operationalize the theoretical model into a questionnaire and the model functioned well when analyzing the answers in a way that could be understood and accepted by the respondents of the questionnaire, and to give a base for work on improvements.
VL  - 11
IS  - 6
SN  - 0969-6474
DO  - 10.1108/09696470410548827
UR  - https://doi.org/10.1108/09696470410548827
AU  - Backström Tomas
PY  - 2004
Y1  - 2004/01/01
TI  - Collective learning: A way over the ridge to a new organizational attractor
T2  - The Learning Organization
PB  - Emerald Group Publishing Limited
SP  - 466
EP  - 477
Y2  - 2024/04/25
ER  -