Utilizing Evidence-Based Lessons Learned for Enhanced Organizational Innovation and Change

Utilizing Evidence-Based Lessons Learned for Enhanced Organizational Innovation and Change

Susan McIntyre, Kimiz Dalkir, Perry Paul, Irene C. Kitimbo
Indexed In: SCOPUS
Release Date: September, 2014|Copyright: © 2015 |Pages: 323
DOI: 10.4018/978-1-4666-6453-1
ISBN13: 9781466664531|ISBN10: 1466664533|EISBN13: 9781466664548
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Description & Coverage
Description:

"Lessons Learned" is a knowledge management approach for organizational learning and improved performance and productivity. However beneficial this approach is, few organizations have been able to implement the processes necessary for organizational success.

Utilizing Evidence-Based Lessons Learned for Enhanced Organizational Innovation and Change links the theoretical foundation of the “lessons learned” approach with current tools and evidence-based research in support of organizational development. Outlining best practices and emerging research in organizational learning, this publication is ideal for project managers, academicians, researchers, and upper-level students looking to implement these processes into their project management cycle, particularly in the risk management and quality control processes.

Coverage:

The many academic areas covered in this publication include, but are not limited to:

  • Continuous Improvement
  • Organizational Behavior
  • Organizational Change
  • Organizational Culture
  • Project Management
  • Technological Integration
Reviews & Statements

McIntyre, Dalkir, Paul, and Kitimbo present project managers, academicians, researchers, and advanced students with a resource on organizational development focused on a combination of evidence-based lessons learned and current tools in the field. The text is organized in three sections devoted, in turn, to defining the theoretical framework of the “lessons learned” approach, good practices in utilizing the “lessons learned” approach, and critical success factors in its application. Susan McIntyre is a Canadian independent researcher in the field of defense development. Paul is an independent consultant. Dalkir and Kitimbo are faculty members of McGill University, Canada.

– ProtoView Book Abstracts (formerly Book News, Inc.)
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Editor/Author Biographies
Susan McIntyre is the Senior Manager, Information and Knowledge Management for Defence Research and Development Canada, where she is responsible for corporate information, knowledge transition, and publishing. Previous to holding this position, she spent 10 years as Knowledge Manager for the Canadian Safety and Security Program, which is dedicated to finding science and technology solutions for domestic security challenges. Ms. McIntyre’s KM interests are in meta-organizational learning, lessons learned in whole-of-government initiatives, and building communities. Her Information Management interests include tools for managing organizational memory. She takes a holistic approach to KM, which involves a balance between the creation, capture, and use of both tacit and explicit forms of knowledge. Ms. McIntyre has a MLS degree from the University of Alberta.
Kimiz Dalkir has a PhD in Educational Technology from Concordia University, an MBA and a BSc from McGill University. She is an internationally recognized expert in transfer and retention of critical knowledge. Dr. Dalkir has worked in the field of knowledge transfer for 17 years. As Global Practice Leader, KM for DMR/Fujitsu Consulting, she designed and developed KM systems for clients in Europe, Japan, and North America. Since 2002, she is a professor of Knowledge Management at McGill University at the School of Information Studies where she pursues research in intellectual capital management, knowledge taxonomies, and communities of practice in diverse types of organizations. Kimiz wrote Knowledge Management in Theory and Practice (2005, Elsevier; 2nd ed. MIT Press, 2011) which has had an international impact on KM education and on KM practice and has been recently translated into Korean and Farsi.
Perry Paul is an accomplished Business Analyst, Organizational Learning Consultant, Exercise Planner, and a former Canadian Forces Officer. He has led the development of lessons learned processes within the Canadian Forces and with other Canadian Federal Government departments. Among his major lessons learned accomplishments are the development and implementation of the lessons learned process, used by the Canadian Forces in partnership with other security agencies, for the Vancouver 2010 Olympic and Paralympic Games, and the 2010 G8/G20 conferences. Perry Paul was a key contributor to the development of the Canadian Forces Lessons Learned program. He completed major research on the subject for the completion of his Masters Dissertation, rooted in Lessons Learned processes, titled “Developing a Learning Organization: The Issues and Challenges in Governmental and Other Large Organizations” for the University of Liverpool 2007. Perry Paul is a security and defence professional with more than thirty years of experience in the defence and security management fields. He has worked with the Canadian Forces in both national and international environments on various major defence and security events, and disaster responses.
Irene Kitimbo is a doctoral candidate in the School of Information Studies at McGill University. She currently conducts research with for-profit and non-profit organizations to optimize learning from and across projects. Irene’s research interests include: organizational learning, qualitative evaluation and research, and knowledge translation. Prior to enrolling in the doctoral program, Irene graduated from McGill’s ALA accredited Master of Information Studies program with a concentration in Knowledge Management. She has worked as a business librarian, project coordinator, information assistant, teaching assistant, and research assistant in such organizations as Export Development Canada, Alliance Quebec, World Wildlife Fund for nature, and the McGill School of Information Studies.
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