TY  - JOUR
AB  - People's mental models are viewed as being significant in achieving organizational outcomes, on the assumption that mental models influence people's acts. A fundamental issue in the area of organizational learning, then, is the relation between mental models, learning and performance. We contend that a fruitful line of work is to study persons as exercising competence and enacting qualifications as manifestations of their mental models and relate these to the outcome of their acts. A “case study” of three teams, each with two people, managing a complex, simulated environment is presented, leading to arguments asserting that the quality of thinking and acting correlates positively with the quality of performance. Finally, important, general consequences and implications for improving organizational learning are discussed, as well as specific implications for chaordic systems thinking.
VL  - 11
IS  - 6
SN  - 0969-6474
DO  - 10.1108/09696470410548836
UR  - https://doi.org/10.1108/09696470410548836
AU  - Jensen Jorgen A.
AU  - Rasmussen Ole E.
PY  - 2004
Y1  - 2004/01/01
TI  - An inquiry into the foundations of organizational learning and the learning organization
T2  - The Learning Organization
PB  - Emerald Group Publishing Limited
SP  - 478
EP  - 490
Y2  - 2024/04/27
ER  -