Conviction and doubt in organizational learning

Examines the roles of conviction and doubt in organizational learning processes and focuses on the challenge of transforming individual learning into organizational learning. Explores the individual and organizational effects of too little doubt or too little conviction in terms of awareness of the need for organizational learning, the design of organizational learning processes, and active experimentation in implementing what is being learned. Using the concepts of conviction and doubt, presents a tentative model of organizational learning which posits a cycle that alternates between individual doubt and collective consensus and conviction. Presents a brief case study from an actual organization in order to illustrate how doubt and conviction might be employed to assist interventions in organizational learning.