Of course, real brain damage is not without it.
Learning ability refers to the comprehensive embodiment of learning motivation, perseverance and ability of a person, an enterprise or an organization.
Learning ability is the ability to transform knowledge resources into knowledge capital. The individual's learning ability includes not only the total amount of knowledge, that is, the breadth of individual learning content and the openness of organization and individual; It also includes its knowledge quality, that is, learners' comprehensive quality, learning efficiency and learning quality; It also includes its learning flow, that is, the speed of learning and the ability to absorb and expand knowledge; It is more important to look at its knowledge increment, that is, the degree of innovation of learning results and the degree to which learners turn knowledge into value.
Organizational learning ability is the concentrated expression of people's innovative ability, which can be directly transformed into innovative achievements. It advocates that team learning is more important than individual learning, the team has the learning ability of overall collocation, and the information and knowledge in the group flow freely and are highly shared. Team learning is not only a process in which team members communicate with each other and exchange ideas, but also a process in which team members seek consensus and act in unison, and it is also a process in which team "creative tension" arises.
Introduction editor
The individual's learning ability includes not only the total amount of knowledge, that is, the breadth of individual learning content and the openness of organization and individual; It also includes its knowledge quality, that is, learners' comprehensive quality, learning efficiency and learning quality; It also includes its learning flow, that is, the speed of learning and the ability to absorb and expand knowledge; It is more important to look at its knowledge increment, that is, the degree of innovation of learning results and the degree to which learners turn knowledge into value.
Organizational learning ability is the concentrated expression of people's innovative ability, which can be directly transformed into innovative achievements. It advocates that team learning is more important than individual learning, the team has the learning ability of overall collocation, and the information and knowledge in the group flow freely and are highly shared. Team learning is not only a process in which team members communicate with each other and exchange ideas, but also a process in which team members seek consensus and act in unison, and it is also a process in which team "creative tension" arises.
Basic editing
Learning ability is the most basic competitiveness. Today's world is an era full of competition. In the 1960s, it was listed as one of the top 500 enterprises in the world by Fortune magazine and became the most competitive enterprise in the world. The top 500 companies with 1970 disappeared by a third in the 1980s, and there were few left by the end of last century. On the one hand, it reflects the general trend of rapid switching or elimination of traditional industries due to the surging of new scientific and technological revolution and the emergence of new economy, but at the same time it also reflects the inevitability that these large enterprises are not good at keeping pace with the times, can not keep up with the pace of the times and are abandoned by the times. Practice has proved that all enterprises that improve their learning practice through self-transcendence, mental model and group learning. Can be on the basis of the original glow of their own vitality, and create brilliant.
Microsoft in the United States, Panasonic in Japan, Laigang in China and Haier in Qingdao are all the same.
The secret of its success lies in:
First, you can learn new knowledge and obtain new information in the fastest speed and in the shortest time; Second, the employees of the organization, especially the leadership, can continuously improve their learning ability; Third, strengthen "organizational learning", form a distinctive organizational culture, brainstorm and get the greatest results; The fourth is to apply the new knowledge and information learned to enterprise reform and innovation with the fastest speed and the shortest time, so as to meet the needs of the market and customers to the maximum extent.
Five kinds of curve editing
Experts and teachers from China Business School of International Management, starting from the actual social situation in China today, use five curves to describe learning ability:
(1) Enlightenment curve: Some of these people have learning disabilities, while others are not enlightened, just like "Ding Bai". Most of them have short academic qualifications, so their reading ability and thinking ability are blocked, and their ability to acquire knowledge through learning is obviously insufficient. The "dream line" is actually a low straight line. People living in "wisdom line" are mostly poor people at the bottom of society. People with congenital learning disabilities need social assistance.
(2) Early gratitude curve: Most of these people have received school education in adolescence, generally obtained high school education, mastered basic knowledge, and have the initial ability to acquire knowledge through learning. At this time 18-20 years old, the learning ability reached a high point. From then on, learning slackened and learning ability declined. Such as blooming flowers, wither prematurely, so they are called "early thanks line". Most of these people are middle and lower classes of society.
(3) Golden section curve: Most of these people continue to climb up their learning ability after obtaining high school education. Then go to colleges and universities for further study, and obtain relevant professional knowledge, professional skills, and corresponding higher education and degrees. At this time, the learning ability reached a new height, but then it stopped the upward trend and slowly turned around. Most of these people are social middle forces.
(d) Excellent curve: Such people have not stopped studying after leaving university. After joining the organization, I started "secondary learning", combining learning with application. In middle school, learning ability continues to climb to a very high position. At the end of career, learning ability reaches the highest point, and then slowly declines. Most of these people are in the upper class of society.
(5) Wise curve: This kind of people's learning ability has been on the rise until the end of their lives. This is an all-round intelligent life and an intelligent life. Such people are outstanding top talents.
Throughout the ages, the basic trend of the development of human learning ability is that there are fewer and fewer Ding Bai and more and more wise people. The cultivation of learning ability is the cultivation of learning ability, that is, the cultivation from "wisdom" to "wisdom". The future is an era of learning, knowledge and wisdom. There is no Ding Bai who laughs and has a university.
Organizing truth editing
Learning organization is an organization that can make all members of the organization devote themselves wholeheartedly and their learning ability keeps growing. This is the first true meaning of learning organization. The first essence of a learning organization is to emphasize learning ability.
Definition of three elements of learning ability
Learning ability refers to the comprehensive embodiment of a person or an organization's learning motivation, perseverance and ability, and learning ability is the foundation of a learning organization.
(1) Learning motivation refers to the conscious internal driving force, which mainly includes learning needs, learning emotions and learning interests.
(2) Learning perseverance, that is, learning will, refers to the state of consciously determining learning goals, controlling one's own behavior to overcome difficulties and achieve predetermined learning goals. It is the maintenance factor of learning behavior and an indispensable factor in learning ability.
(3) Learning ability refers to the intelligence of accepting new knowledge and information directly driven by learning motivation and learning perseverance and using the accepted knowledge and information to analyze, recognize and solve problems, mainly including perception, memory, thinking and imagination. Compared with learning, it is basic intelligence and the basic factor to produce learning ability.
The relationship between the three elements
Learning ability consists of three elements. These three elements are learning motivation, learning perseverance and learning ability (as shown in the left picture). The motivation of learning embodies the goal of learning; Persistence in learning reflects the will of learners; The ability of learning comes from the knowledge that learners have mastered and its application in practice.
Whether a person or an organization has a strong learning ability depends entirely on whether the person or the organization has clear goals, strong will, rich theoretical knowledge and a lot of practical experience.
The picture on the right is a model of learning ability. The model reveals the internal relationship between learning ability and its three elements. This model tells us that learning ability is the intersection of its three elements, and only when you have three elements at the same time can you become a real learning ability. When you have a goal to work hard, you have the motivation to "learn"; When you have rich theoretical and practical experience, you have the motivation to "learn"; And when you are determined to learn, you will have the possibility of "learning". Only by combining the three into one, and integrating the three into one, can you really have the ability to learn.
Learning ability determines the competitiveness of enterprises.
The following figure reflects a progressive relationship. All along, we all think that the market competition of enterprises is essentially the competition of products, and the competition of products is actually the competition of technology, and the competition of technology must be attributed to the competition of talents. Therefore, in the past, we always attributed the competition of enterprises to the competition of talents. However, the latest learning organization theory tells us that the competition of enterprises must be the competition of learning ability in the end.
Because talent is time-sensitive. You can only guarantee that you are a talent today, not tomorrow. Professor Yang, former president of Fudan University, pointed out that from the day when today's college students just walked out of the university gate, 50% of the knowledge he had learned in four years was out of date. In today's world, knowledge is aging as fast as the world is changing. Therefore, if you want to be a real talent tomorrow, you must have the ability to learn as the backing.
Behind every talent, there must be a strong learning ability as a support. If your learning ability goes from bad to worse, you are likely to change from a "talent" to a "burden" for your enterprise and even society. Talent is actually a dynamic concept, not static or eternal. It needs constant improvement and development. Only by constantly strengthening and improving the learning ability of talents can the freshness of talents be guaranteed. Such talents are talents in the information age and in the true sense. Therefore, behind the talent competition is the competition of learning ability. This is especially true for enterprises. Enterprises must strive to establish their own learning organization, and only such an organization can make enterprises invincible in the future competition. Enterprises should strive to improve the quality of the whole enterprise organization, strive to become a learning organization, and fundamentally enhance the competitiveness of enterprises.
In short, whether you are a smart business leader or a smart parent, you should not only pay attention to your employees and your children's academic qualifications, but more importantly, whether they have strong enough learning ability.
Root theory
What is the root theory?
If the enterprise is compared to a big tree, learning ability is the root of the big tree and the root of the enterprise's life. This is the fundamental theory.
The meaning of the root theory The root theory tells us that the evaluation of whether an enterprise is competitive in essence is not based on how many achievements it has made, but on how strong its learning ability is. It's like observing the growth of a big tree. We can't just see the beautiful appearance of the tree, because no matter how beautiful the appearance is, if the root of the tree has rotted, the prosperity in front of us will soon disappear. Therefore, the short-lived glory of an enterprise does not mean that it has enough competitiveness to win, but it will make people sad. Learning ability is the root of enterprise's life. Enterprises must carefully cultivate their roots and make them deeper and stronger. Only in this way can they gain a firm foothold in all kinds of storms they may encounter in the future. The same is true of children's study. Only when they have a correct attitude towards learning and truly realize the importance of learning from the heart can they make unremitting efforts and succeed.
Enterprises must be clear about the importance of learning ability. Although some enterprises in our country have done better in this respect, such as some excellent state-owned enterprises, some excellent foreign-funded enterprises and some excellent private enterprises. They attach great importance to cultivating their learning ability and often carry out various learning activities irregularly.
However, in general, there are still more enterprises in China that need to face up to the learning ability of their own organizations and establish effective learning organizations to enhance their learning ability.
Metrology team editor
Common vision
The driving force for the future of the enterprise is not cash, but the enthusiasm and wisdom of every employee. Common vision is the foundation and core of learning culture, and it is a philosophy that guides the behavior of enterprises and employees. In the initial stage of a learning organization, some members may hold the same desire, but only the desire that everyone sincerely yearns for can become the common desire of the organization. This requires a process of cultivation. Therefore, establishing a common vision is the primary responsibility of business operators, and it is also a magic weapon for the success of learning organizations.
Smooth information channels
In the environment of learning culture, all kinds of information needed within the organization can be effectively communicated through three channels.
Vertical information communication, that is, along the chain of command of the upper and lower levels of the organization, allows leaders and their subordinate members to keep information flowing;
Horizontal information communication refers to the communication between teams and internal members at the same level. For example, the marketing department provides market supply and demand information to the production department, and the R&D department requires the marketing department to feedback the quality of new product design. Its main function is to make the system coordinate and understand each other.
Inclined information communication, that is, different systems. Communication between people at different levels, such as information communication between leaders of quality management department and technical department and employees of production department on product quality, processing technology and other matters.
No matter what kind of communication, it is a principle to be timely and effective, that is, the information transmitted is exactly what the receiver needs, the receiver's understanding of the information is the same as or similar to that of the sender, and the receiver fully understands the current situation and future work trends.
Group interactive learning
Employees deeply realize that the learning efficiency of group interaction is far superior to that of individuals. Organizations pay more attention to two-way learning while learning in one direction, and the basic unit of learning has become a group rather than an individual. In the team, members share information and recreate themselves through "in-depth talks" according to their highest wishes and the common goals pursued by the team; Members can do things they have never done before and surpass themselves; Personal knowledge is gradually rising in the process of mutual transformation between tacit knowledge and explicit knowledge. Expand to organize knowledge, and then improve the efficiency of knowledge use.
The atmosphere of knowledge sharing
Here, the understanding of "knowledge is power" has undergone profound changes. Power comes not from confidential knowledge, but from shared knowledge. The concept of "knowledge sharing is beneficial to the development of enterprises and individuals" is rooted in the minds of enterprise members and spread openly. Experience and knowledge are shared throughout the organization.
In this culture, sharing and using knowledge is often a natural behavior of employees, and knowledge sharing has become an organic part of the work itself, not a negligible or extra ornament. Members often exchange successful experiences, discuss business skills and innovations through informal ways (or occasions), and help each other learn new skills they need. In this way, a dynamic knowledge flow is formed within the organization, which is composed of individual knowledge and collective knowledge. The mutual transformation from tacit knowledge to explicit knowledge constantly produces new knowledge and realizes knowledge innovation.
Effective incentive mechanism
In the organization of learning culture, a perfect evaluation and incentive system is being established from top to bottom to support and reward the learning and innovation of organization members.
First, support members to learn, encourage members of the organization to share knowledge, and regard the new knowledge brought by employees to the department as valuable resources and wealth;
The second is to stimulate employees' creative thinking and encourage them to put forward new ideas and viewpoints: to promote employees to think about problems and feedback their opinions in time;
Third, the organization advocates employees' spirit of adventure and hard work, supports employees' unremitting attempts, allows employees to make mistakes, and regards mistakes as the best learning opportunities;
The fourth is to set an example of learning behavior and promote the learning atmosphere of the organization. Because people's needs are multi-level, so are incentives. The management in the organization knows which incentives have little or no impact on employees, so they constantly adjust their incentive practices and learn the atmosphere as much as possible. Knowledge sharing can bring satisfaction to employees' self-realization, making it an internal demand of employees, not an external requirement.