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首页> 外文期刊>KM Review: Gaining Competitive Advantage in the Knowledge Economy >INTEGRATING LEARNING INTO YOUR PROCESSES: Proven methods to maximize organizational experience
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INTEGRATING LEARNING INTO YOUR PROCESSES: Proven methods to maximize organizational experience

机译：将学习融入您的过程：最大化组织经验的成熟方法

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摘要

Typical "lessons learned" databases and systems can sometimes be a misnomer. What ensures a lesson will be "learned" or properly understood, or even discovered in the first place? How can you be sure those "lessons" that were painstakingly recorded ever add value to your organization? Here, Victor Newman presents several key methods for truly effective organizational learning, including the implementation of reverse innovation, the stage-gate innovation process and team-to-team and individual-to-individual baton-passing. If the costs of reinvention are too high, if the same embarrassing event has occurred again and your credibility and reputation is on the line, if you have to ensure that the same combination of mistakes cannot reappear like that vampire you thought you had killed, if you are serious about getting something right: then you have to find a practical way of integrating your learning into your key processes so that success is repeatable. In this article I'll present several proven methods that help to get the most out of the experience and learnings in your organization, including detailed descriptions of the innovation stage-gate process and the variations on baton passing, which help participants to truly understand and remember what it is they're supposed to be learning, enabling them to achieve long-term results.
机译：典型的“经验教训”数据库和系统有时可能用词不当。是什么确保一堂课将被“学习”或正确理解，甚至首先发现？您如何确保精心记录的那些“教训”为您的组织增添了价值？在这里，维克托·纽曼（Victor Newman）为实现真正有效的组织学习提供了几种关键方法，包括实施反向创新，阶段门创新过程以及团队对团队和个人对个人的接力棒。如果重新发明的成本太高，如果再次发生相同的尴尬事件，并且您的信誉和声誉还在线上，如果您必须确保不会像以前认为的那个吸血鬼那样再次出现相同的错误组合，您必须认真对待正确的事情：然后，您必须找到一种实用的方法，将您的学习整合到关键过程中，以便成功是可重复的。在本文中，我将介绍几种行之有效的方法，这些方法可帮助您最大程度地利用组织中的经验和知识，包括对创新阶段门流程和接力棒传递方法的各种详细说明，这些方法可帮助参与者真正理解和理解。记住他们应该学习什么，使他们取得长期的成果。

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