Learning from Mistakes in Change:
- Darlene Edgar
Analytics
Rass, L., Treur, J., Kucharska, W., Wiewiora, A., Computer Science, & Social AI. (2023). Adaptive Dynamical Systems Modelling of Transformational Organizational Change: with Focus on Organizational Culture and Organizational Learning. Cognitive Systems Research, 79, 85–108.
Organizational culture and its role in success and failure are evaluated, emphasizing the importance of constant learning, especially during events like COVID-19.
The impact of communication and cooperation patterns on patient care in healthcare is discussed, highlighting the need for a safety-oriented culture that encourages learning from mistakes.
An adaptive computational causal network model is proposed, focusing on adaptive self-modelling network models characterized by connections between nodes representing real-world concepts translated into a computational context.
The model addresses the dynamics of organizational change, which depend on elements such as strategy, structure, people, and culture, influenced by individual and team effects and interdependencies between the organization and its external environment.
Transformational change in organizational culture requires reshaping strategies and behaviors, facilitated by continuous training, workshops, and feedback loops.
Learning from mistakes is emphasized, with steps outlined to observe, investigate, declare, analyze, and incorporate lessons into individual and organizational knowledge.
A simulation scenario involving a young doctor and transformational leader implementing mistake registration and disciplinary workshops is described, showing how the process triggers learning mechanisms and influences organizational culture.
Monthly organizational meetings and team changes are explored as factors affecting the dissemination of lessons learned and organizational learning.
The adaptive multi-order self-modelling network model is proposed as a conceptual framework for transformative organizational culture change, emphasizing the interplay and network of learning mechanisms.
The combined approach of various mechanisms, including daily reflections and learning from mistakes, is deemed the most effective for promoting organizational learning.
Limitations of the model are acknowledged, suggesting areas for future research and extension of the proposed framework.