This chapter reports on the methodologies used and the findings of the research done by the Enterprise Social Learning Architectures (ESLA) Task into learning processes occurring in two diverse environments, tactical and strategic at the Australian Defence Organization (ADO). The research focused on identifying factors that enable and act as motivators for social learning. More specifically the chapter describes a number of environmental, cultural factors, processes and strategies that when positively applied, facilitate social learning and knowledge management within organizations. These factors fall into two categories: Motivators–characteristics in the organisational environment and culture that provide a context and motivation for the individuals to learn. The second category comprises Enablers–processes and strategies that if present in an enterprise, can facilitate social learning. The chapter concludes with a set of recommendations that could be implemented by managers who seek to enhance social learning, knowledge management and knowledge sharing in their organisations.
This paper reports on the methodologies used and the findings of the research done by the Enterprise Social Learning Architecture (ESLA) Task into learning processes occurring in two diverse environments within the Australian Defence Organisation, tactical and strategic. The research focused on identifying factors that enable and facilitate social learning and these factors are discussed in view of the preliminary architecture proposed by the research team and in view of the socio-technical environment within which people work and learn. The paper concludes by suggesting that the development of information systems requires a multidisciplinary approach and needs an understanding of the cultural issues prevalent in work environments.
The Enterprise Social Learning Architectures (ESLA) is investigating collaborative social learning within the Australian Defence Organisation (ADO). Processes that help to understand social learning within the strategic environment of the ADO are described. Although the paper deals with the defence environment, the findings can be generalised to other organisational settings, as it deals with understanding the issues inherent in building sustainable and adaptive learning organisations.
This paper reports on research conducted by the Enterprise Social Learning Architecture (ESLA) team of the Defence Science and Technology Organisation.The ESLA team is investigating collaborative social learning within the Australian Defence Organisation (ADO).Social learning is tightly coupled to knowledge management.Three studies in three different settings have been conducted to date.The studies have provided multi-layered findings about social learning, and validated the use of ethnography for this purpose.Preliminary findings arc discussed in this paper in terms of identified enablers and motivators for effective social learning and knowledge management.Although the paper deals with the defence environment, the findings can be generalised to other organisational settings, as the study deals with understanding the issues inherent in building sustainable and adaptive learning organisations.
This paper reports on research conducted by the Enterprise Social Learning Architecture team of the Defence Science and Technology Organisation. Two preliminary studies were conducted. The purpose of the first study was to determine the feasibility of observing and documenting social learning processes and trial the use of ethnographic techniques for this purpose. The study provided multi-layered findings about social learning, and validated the use of ethnography for this purpose. The second study was conducted in a Branch of the Australian Defence Headquarters, a strategic headquarters. In this study, supplementary methodologies were used which highlighted the hindrance to organisational learning when system thinking is not part of an organisation’s culture
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This chapter reports on the methodologies used and the findings of the research done by the Enterprise Social Learning Architectures (ESLA) Task into learning processes occurring in two diverse environments, tactical and strategic at the Australian Defence Organization (ADO). The research focused on identifying factors that enable and act as motivators for social learning. More specifically the chapter describes a number of environmental, cultural factors, processes and strategies that when positively applied, facilitate social learning and knowledge management within organizations. These factors fall into two categories: Motivators–characteristics in the organisational environment and culture that provide a context and motivation for the individuals to learn. The second category comprises Enablers–processes and strategies that if present in an enterprise, can facilitate social learning. The chapter concludes with a set of recommendations that could be implemented by managers who seek to enhance social learning, knowledge management and knowledge sharing in their organisations.Request access from your librarian to read this chapter's full text.
Abstract : This report consists of a literature review and analysis of the existing research concerning countering violent extremism. This multifaceted report demonstrates the complexity of understanding Violent Extremism and best strategies to Countering Violent Extremism. This has been undertaken with the broader analysis of radicalisation and social cohesion theories, models and government policies and how they may impact on or contribute to best practice and policy in countering violent extremism.
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