The Local and Variegated Nature of Learning in Organizations: A Group-Level Perspective
从群体层面探讨团队学习如何影响组织学习，发现团队成员对权力和人际风险的感知会改变团队反思质量，进而影响组织变革能力。
This paper considers the role of team learning in organizational learning. I propose that a group-level perspective provides new insight into how organizational learning is impeded, hindering effective change in response to external pressures. In contrast to previous theoretical perspectives, I suggest that organizational learning is local, interpersonal, and variegated. I present data from an exploratory study of learning processes in 12 organizational teams engaged in activities ranging from strategic planning to hands-on manufacturing of products. These qualitative data are used to investigate two components of the collective learning process—reflection to gain insight and action to produce change—and to explore how teams allow an organization to engage in both radical and incremental learning, as needed in a changing and competitive environment. I find that team members' perceptions of power and interpersonal risk affect the quality of team reflection, which has implications for their team's and their organization's ability to change.