When learning and performance are at odds
Subtitle: confronting the tension
By: Sara J. Singer, Amy C. Edmondson
Contributors: Edmondson, Amy C.; Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 07-032; Working paper (Harvard Business School. Division of Research) -- 07-032
Publisher: Division of Research, Harvard Business School
Published: 2006
Place of publication: Boston]
Language: eng
Number of pages: 36
Description: This chapter explores complexities of the relationship between learning and performance. We start with the general proposition that learning promotes performance, and then describe several challenges for researchers and managers who wish to study or promote learning in support of performance improvement. We also review psychological and interpersonal risks of learning behavior, suggest conditions under which exploratory learning and experimentation is most critical, and describe conditions and leader behaviors conducive to supporting this kind of learning in organizations. We illustrate our ideas with examples from field studies across numerous industry contexts, and conclude with a discussion of implications of this complex relationship for performance management.
Notes: "November 30, 2006"--Added t.p.

Includes bibliographical references.