To introduce a newly‐developed model of collective learning.
Research was based on an empirical study of an “unsuccessful” organizational‐renewal project at a Swedish telecommunications firm. The applicability of the model was then tested on a Swedish state‐owned company selling medical drugs.
The author describes organizational challenges and problems, particularly those experienced in a Swedish telecommunications firm that was unsuccessful in an organizational‐renewal project. The author introduces a newly‐developed model of collective learning, as a possible way of managing the problems experienced. Based on complex systems theory, it accordingly may facilitate a type of understanding that is in closer touch with the dynamics that lay behind the process of competence development in a collective system of interacting workers. The author uses the metaphor of a hilly landscape to demonstrate that complex systems tend to follow the same pattern of behavior – i.e. the valley course being the “attractor.” Being unable to change patterns of behavior enough to force the organization “over the ridge”, the old route will still be used. The piece also reports on testing the applicability of the model on a medical drugs company that had decided on a decentralization program.
The author concluded that the development and use of the theoretical model would continue, although there were some problems with too many questions in a questionnaire and some respondents were reluctant to give information that related to named colleagues.
The newly‐developed model of collective learning may be useful to other organizations which are also in the process of renewal.
