When we contemplate the future of our organisations, we often look towards technology as the beacon of progress. However, it’s not just about investing in the latest gadgetry or software. It’s about understanding and leveraging our collective cognitive capabilities to truly capitalise on these technological advancements.
The crux of the matter begins with an understanding of how our minds function. Each of us is a unique repository of knowledge, skills, and experiences, which when combined, forms the collective cognition of an organisation. This collective cognition is the powerhouse that drives organisational learning, shaping our ability to adapt and innovate.
However, to fully harness this cognitive capability, we must first understand the process of learning. It’s a complex process, influenced by a myriad of factors, from our environment, our interactions, to the very structure of our brains. And it is this process that forms the foundation of our ability to absorb and adapt to new technologies.
But how do we translate this understanding into practical steps? The answer lies in creating a conducive environment for learning. This involves fostering a culture of openness, where new ideas are welcomed and mistakes are seen as opportunities for growth. It is about encouraging collaboration and promoting diversity, which can broaden our perspectives and enhance our problem-solving capabilities.
Moreover, it requires us to be proactive in our learning efforts. Rather than waiting for new technologies to impose themselves on us, we should actively seek out and explore these technologies. This proactive approach not only enhances our ability to adapt but also empowers us to shape the technology according to our unique needs and context.
As we delve deeper into the realm of technology investment, we realise that it’s not just about the financial aspect. It’s about investing our time, efforts, and cognitive resources to learn and adapt. It’s about leveraging our collective cognition to mould the technology to our advantage.
In the end, it’s not the technology itself that determines our success, but how we, as an organisation, learn and adapt. It’s about recognising that our greatest asset is not the technology we possess, but the collective cognition that powers our organisation. And it is this understanding that will pave the way for a new era of technology investment, where learning and adaptation take centre stage.
Reflect on your organisation’s approach to technology investment. Is it merely about acquiring the latest tools, or is it about understanding and leveraging your collective cognition? Remember, the true power of technology lies not in its sophistication, but in our ability to learn, adapt, and innovate.
References:
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative science quarterly, 128-152.
Nonaka, I. (1994). A dynamic theory of organisational knowledge creation. Organisation Science, 5(1), 14-37.
Schwartz, D. L., & Bransford, J. D. (1998). A time for telling. Cognition and instruction, 16(4), 475-522.
