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07-032 When Learning and Performance Are at (07 - 032年学习和性能)
07-032
When Learning and
Performance are at Odds:
Confronting the Tension
Sara J. Singer
Amy C. Edmondson
Copyright © 2006 by Sara J. Singer and Amy C. Edmondson
Working papers are in draft form. This working paper is distributed for purposes of comment and
discussion only. It may not be reproduced without permission of the copyright holder. Copies of working
papers are available from the author.
When Learning and Performance are at Odds: Confronting the Tension
Sara J. Singer and Amy C. Edmondson
Harvard University
November, 2006
Abstract
This chapter explores complexities of the relationship between learning and performance.
We start with the general proposition that learning promotes performance, and then
describe several challenges for researchers and managers who wish to study or promote
learning in support of performance improvement. We also review psychological and
interpersonal risks of learning behavior, suggest conditions under which exploratory
learning and experimentation is most critical, and describe conditions and leader
behaviors conducive to supporting this kind of learning in organizations. We illustrate
our ideas with examples from field studies across numerous industry contexts, and
conclude with a discussion of implications of this complex relationship for performance
management.
1
When Learning and Performance are at Odds: Confronting the Tension
By suggesting that those who develop and exercise a greater capacity to learn are
likely to outperform those less engag
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