|Published online: August 22, 2014||$US5.00|
This study explores how a world leading IT-company developed and implemented an innovative and simple educational design for organizational learning called Proactive Review, which was inspired by the thoughts of Senge, Nonaka, & Takeuchi and Cole & Engeström and explored as a Design-based Research. Valid feedback from various stakeholders improved the original design of After Action Reviews into Proactive Reviews, which is helpful for local as well as global companies to learn from experience. The educational design started with personal experience that was shared with colleagues who cooperated with solving a task. They found improved ways of doing the job and identified management challenges. They shared their experience with colleagues who did not attend the Proactive Review and addressed the management challenges to the senior management. Proactive Reviews were reported 50-100 times a year in the company in Europe, Middle East, and Africa. This article explores the development of the educational design of Proactive Reviews from the requirement for a process of organizational learning to the final version of the educational design.
|Keywords:||After Action Review, Design Based Research, Educational Design, Innovation, Knowledge Management, Knowledge Sharing, Management Challenge, Meta-reflection, Organizational Learning, Proactive Review, Reflection|
PhD student, Learning and Philosophy Department, Aalborg University, Copenhagen, Denmark