Announcer Model for Inter-Organizational Systems

2021 ◽  
pp. 277-291
Author(s):  
Prakash Hegade ◽  
Nikhil Lingadhal ◽  
Usman Khan ◽  
Tejaswini Kale ◽  
Srushti Basavaraddi
Keyword(s):  
Organizational Systems

Organizational Learning and Multiteam Systems

2019 ◽  
pp. 602-620
Author(s):  
Leslie A. DeChurch ◽  
Gina M. Bufton ◽  
Sophie A. Kay ◽  
Chelsea V. Velez ◽  
Noshir Contractor
Keyword(s):  
Organizational Learning ◽  
Knowledge Transfer ◽  
Knowledge Creation ◽  
Learning Processes ◽  
Organizational Systems ◽  
System Perspective ◽  
Multiteam Systems ◽  
Starting Point ◽  
Emergent States ◽  
Superordinate Goal

Multiteam systems consist of two or more teams, each of which pursues subordinate team goals, while working interdependently with at least one other team toward a superordinate goal. Many teams work in these larger organizational systems, where oft-cited challenges involve learning processes within and between teams. This chapter brings a learning perspective to multiteam systems and a multiteam system perspective to organizational learning. Several classic illustrations of organizational learning—for example, the Challenger and Columbia disasters—actually point to failures in organizational learning processes within and between teams. We offer the focus on intrateam knowledge creation and retention and interteam knowledge transfer as a useful starting point for thinking about how to conceptually and operationally define learning in multiteam systems. Furthermore, we think leadership structures and multiteam emergent states are particularly valuable drivers of learning.

scholarly journals Organizational Learning from Hidden Improvisation

2021 ◽  
pp. 017084062110355
Author(s):  
Allan Macpherson ◽  
Dermot Breslin ◽  
Cinla Akinci
Keyword(s):  
Organizational Learning ◽  
Learning Outcomes ◽  
Middle Management ◽  
Fire Service ◽  
Organizational Systems ◽  
Qualitative Evidence

Research has identified improvisation as a creative and open activity that can be harnessed to encourage innovation and learning within the organization. In this paper, we present improvisation as a covert phenomenon, occurring in a climate of mistrust and fear of censure, and disconnected with wider organizational learning. Drawing on qualitative evidence of a UK Fire Service, we explore hidden improvisation, and identify the conditions and processes that can connect these local deviations to wider processes of learning. We show that whilst most improvisations remain hidden and contained to avoid wider scrutiny, certain conditions of frequency, connectedness, and scale escalate events to become more visible to supervisors and managers. The learning outcomes from these visible improvisations will then depend on management’s interpretation, evaluation, and translation of improvising behaviours. Dependent on prior relationships of trust and credibility, middle management perform a key brokering role in this process, connecting previously hidden improvisation to wider organizational systems and structures.

Movements of the Upper and Lower Lips during Speech

1986 ◽  
Vol 29 (3) ◽  
pp. 348-356 ◽  
Author(s):  
John W. Folkins ◽  
Jeanne L. Canty
Keyword(s):  
Strain Gauge ◽  
Organizational Systems ◽  
Upper Lip ◽  
Bite Block ◽  
Lower Lip ◽  
Block Sizes ◽  
Open Position ◽  
Normal Speaking ◽  
Speech Articulators

Inferior-superior displacements of the upper lip, lower lip, and jaw were transduced with a strain-gauge system in 4 normal-speaking adults. Movements of the upper and lower lips were compared across conditions in which the jaw was free to move and when bite blocks were used to fix the jaw at four different vertical positions. As jaw-open position was increased with the bite blocks, it was found that: (a) Positions of both lips changed for bilabial closure, but the closing movements did not usually maintain consistent proportions between lips across different bite-block sizes; (b) although the lips maintained fairly consistent maximum interlabial opening across many conditions, this opening was reduced in the small bite-block conditions; and (c) in a few cases there was an increase in the duration of lip-closing movements, but these were small and inconsistent. The findings are discussed relative to possible organizational systems that would produce the observed interactions among speech articulators.

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