Shared Knowledge and Understandings in Organizations - Its Development and Impact in Organizational Learning Processes

In the following paper, I will consider the role of collectively shared background assumptions on development processes in organizations. The theoretical concept of the paper is based on a merger of background assumptions models with those of learning and development. The paper is based on the basic view that the fusion of theories should recognize coherence concerning their paradigmatic background. Hence, I will refer to theories that can be assigned a practice theoretic paradigm. The models “theory in use” by Argyris and Schön and “local theory” by Baitsch assume that background assumptions are tacit and collectively shared. They significantly influence activity within organizations. Therefore, a change in background assumptions can be seen as main requisite for organizational development. The process of development can be described with the model of “expansive learning” by Engeström, who explains how collective development emerges in social systems. The effects of change of background assumptions and expansive learning are discussed on the basis of an empirical survey. It describes the creation of background assumptions and the discursive process when different understandings are confronted with each other. Results of this discursive process can be seen as a major aspect in whether change and development can take place at an organizational level or not.