When knowledge management and organisational learning is unclear, people default to protecting their own function. Authority is granted by the organisation; credibility in organisational learning is earned separately. Mature organisations treat this area of organisational leadership as a standing capability rather than a project that finishes. The course gives participants a defensible structure for knowledge management and organisational learning and the judgement to adapt it. Participants test their assumptions about this strand of organisational leadership against scenarios designed to break weak ones. Participants who influence organisational learning without directly controlling it will find the content directly usable. Ambition around knowledge management and organisational learning outruns capacity unless the sequencing is deliberate. The course leaves participants able to diagnose weaknesses in organisational learning before they become incidents. Participants finish with a short, specific brief on the practice within organisational leadership ready to put in front of a decision maker.
Expected Learning Outcomes
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Judge when to escalate knowledge management and organisational learning and when to absorb it.
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Resolve conflict about organisational learning without leaving residue.
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Test the organisation's response to knowledge management and organisational learning under conditions that are less than ideal.
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Communicate the reasoning behind organisational learning, not only the conclusion.
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Recognise when knowledge management and organisational learning needs a different leadership style than the one that got you here.
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Handle the trade-offs in organisational learning between speed, cost and assurance explicitly rather than implicitly.
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Communicate the purpose of knowledge management and organisational learning to those who have to comply with it.
Who Should Attend
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Those responsible for briefing external stakeholders on knowledge management and organisational learning.
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High-potential staff being prepared for wider responsibility for organisational learning.
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Team leaders and supervisors who put knowledge management and organisational learning into practice day to day.
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Public sector managers applying organisational learning within institutional constraints.
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Managers of geographically distributed teams handling knowledge management and organisational learning.
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Board members and non-executives overseeing organisational learning.
Course Modules
Open any module to see its sessions and topics.
01
Knowledge management and organisational learning: performance, standards and consistency
2 sessions · 8 points
Session 1The meeting that finally unblocks knowledge management and organisational learning
Decide the point at which you would escalate knowledge management and organisational learning.
Write down the assumptions underpinning the approach to organisational learning.
Collect evidence on the present handling of knowledge management and organisational learning before proposing changes.
Establish the boundary of organisational learning and record what sits outside it.
Session 2Building lasting competence in organisational learning
Confirm that the people affected by knowledge management and organisational learning heard it from you first.
Recognise publicly one person whose work on organisational learning went unnoticed.
Anticipate the objections knowledge management and organisational learning will raise and prepare the answers.
Compare the cost of organisational learning with the cost of its absence.
02
Organisational learning: resilience and the personal cost of leading
2 sessions · 8 points
Session 1Deciding on organisational learning when the information will never be complete
Draft the minimum viable leadership plan for knowledge management and organisational learning.
Identify which function can quietly block organisational learning and address it directly.
Agree the smallest change to knowledge management and organisational learning that would be visibly useful.
Test the procedure for organisational learning against a realistic scenario.
Session 2What your team concludes from how you handle organisational learning
Review a past decision on knowledge management and organisational learning and state honestly what you would change.
Plan the sequence in which improvements to organisational learning will be introduced.
Agree the indicators that will show whether knowledge management and organisational learning is improving.
Agree the standard on organisational learning and confirm it applies to everyone.
03
Organisational learning: delegation, trust and accountability
2 sessions · 8 points
Session 1Holding the line on organisational learning when it costs you
Test whether the team can explain knowledge management and organisational learning in their own words.
State the outcome expected from organisational learning in a single sentence anyone can repeat.
Write down the reasoning behind your position on knowledge management and organisational learning.
Assess the workload organisational learning adds and what you will remove to make room.
Session 2Reading the current state of knowledge management and organisational learning honestly
Identify the conversation about knowledge management and organisational learning you have been postponing, and schedule it.
Give one piece of specific feedback on organisational learning within the week.
Check whether incentives anywhere reward behaviour that undermines knowledge management and organisational learning.
Distinguish symptoms from causes when organisational learning underperforms.
