This paper describes an approach to the use of an organisational learning method called "Learning History", tapping into the analysis and reflection on projects and business processes. This technique is applied in a practical setting to a case study of the Tasmanian State Public Health Sector, Australia. The outcomes of this learning history are then used to evaluate the organisation's way of acquiring and utilising knowledge in order to evaluate its "Learning Culture". The outcomes of the evaluation are then used to formulate recommendations to improve the effectiveness of the organisation's learning culture by identifying prevailing trends and superior practice. The research identified that the organisation developed new learning capabilities. Learning history is a practical tool for organisational learning which can be widely used for knowledge transfer. The resulting improvements to both process and product can be easily tested and improvements evaluated.
Joint International Symposium of CIB Working Commissions: W55: Building Economics; W65: Organisation and Management of Construction; W107: Construction in Developing Countries, 2003. Knowledge Construction: Proceedings of the Joint International Symposium of CIB Working Commissions: W55: Building Economics; W65: Organisation and Management of Construction; W107: Construction in Developing Countries, Vol. 1 (Singapore 22-24 October, 2003) p. 150-164