Organisational knowledge and learning
What an organisation knows about how its work really runs lives mostly in people. These articles cover the moments that test it: a change that has to reach more than a few dozen people, a merger a year on, a new tool people work around, a shift handover that loses information, and a decision that needs its context first.
5 articles
Start here Organizational Development at Scale: A Practical Method-
Organisational knowledge and learning
Why Adoption of a New Tool Stays Low: Ask the People Working Around It
Usage figures show that a new tool is not used, never why. Ask the people who work around it what they do instead, and what would make them switch.
-
Organisational knowledge and learning
Are the Merged Teams Working as One? Interviews a Year After a Merger
A year after a merger, the organisation chart says one company. Ask the people doing the work where the two ways of working still clash, and which old habits remain.
-
Organisational knowledge and learning
Where Shift Handovers Lose Information, and How to Find Out
Find where information is lost between shifts by asking outgoing and incoming staff about specific handovers, then check their accounts against the log.
-
Organisational knowledge and learning
Organizational Development at Scale: A Practical Method
Run organizational development at scale with a bounded change case, affected-group evidence, decision rights, local action and review.
-
Organisational knowledge and learning
Organizational Intelligence: A Decision Context Worksheet
Build organizational intelligence around a decision, with traceable evidence, employee context, competing explanations and an accountable next step.