Human Capital

1
Human Capital

• Case of Jack Smith
• Learning to Learn

2
Knowledge Nuggets

• Learning is a relative permanent change in
  behavior, affect and/or cognitions.
• We can not tell if learning has occurred until it
  manifests itself in observable behavior.
• Every task has a learning curve.

3
Knowledge Nuggets

• Learning focuses on the acquisition AND
  utilization of Knowledge
• Explicit/ Declarative
• Procedural
• Cultural
• Tacit

4
Knowledge Nuggets

• Learning involves frequent, distinctive feedback
• Accurately Perceived
• Source of Feedback must be credible
• Timely
• Behavioral, not Personal
• Remedial Instruction
• Feedback is a Necessary But Not Sufficient
  condition for learning

5
Knowledge Nuggets

• Learning benefits from an environment in which
• It is safe to make mistakes
• The learner is motivated to learn (extrinsically
  and intrinsically)
• Learning and work environment are similar (adds
  in transfer)
• There is amble time for practice
• Appropriate behavior is modeled
• There is direct as well as vicarious
  reinforcement
• Learning is compromised when only success is
  rewarded and failures are punished.

6
Knowledge Nuggets

• When learning is compromised, people and
  organizations engage in first order learning and
  are unable to update assumptions, expectations
  and understanding.
• When learning is NOT compromised, double loop
  learning occurs, in which failures, shortcomings,
  and disappointments help update theories in use.

7
Knowledge Nuggets

• Learning is an iterative process. It requires
  trial and error (natural experimentation) or
  structured experiments that are failures in the
  sense that they do not lead to a successful
  outcome but do allow adaptation and adjustment
  through which mastery occurs.

8
Two Types of Learning

• Single loop learning
• Outcomes cause adjustment of behaviors, like a
  thermostat.
• Goals, beliefs, values, conceptual frameworks,
  and strategies are taken for granted without
  critical reflection.
• Based on negative feedback and correction of
  deviation from the norm,
• Double Loop Learning
• Directed to correction of "mistakes" based on
  defined norms
• Implies an extra loop to reconsider existing
  rules and their validity.
• Experimentation allows refocusing

9
Knowledge Nuggets

• In knowledge organizations
• Problem solving, improvement and process
  innovation skills are built at all levels, from
  the shop floor to senior management
• Learning occurs more through experimentation than
  through information sharing
• Tacit knowledge is acquired through
  experimentation, analysis
• There is a cascade of learning and an expectation
  of sharing knowledge

10
Toyotas Model of KM

• All individuals regardless of level are capable
  problem solvers, able to rapidly conceive and
  executive many changes
• The critical role of senior management is to
  build the process-innovation capabilities of
  those less senior (Fukanaga for Smith, Smith for
  group leaders) not to solve the problems
• Learning occurs through experimentation, analysis
  and reapplication.