• relationships/ culture
• flows of people and work
• experiences and engagement (of individuals and groups)
• organisational policies and influences
• couplings between learning and work
• 360 degree learning
• learning as an organisation
• roles and influence of tools and technology

One problem may be that many of the key issues inter-relate, so while we are able to put forward a commentary around these, for the purposes of aligning with existing resources we may have to use different levels of aggregation. What we really need is some exemplar material against which to test this.

One key issue for organisational learning concerns how this contributes to organisational performance. From this perspective a discussion of what constitutes high performance management may be apposite. Peter Butler and colleagues (2004) from the TLRP project on 'Learning as Work: Teaching and Learning Processes in the Contemporary Work Organisation' conducted a literature review looking at how ideas of High Performance Management may influence learning at work.

One way we thought might be helpful for those using this site is to try to ground some of these issues by showing some organisational contexts in the following video clips so as give some insight into some maufacturing processes. The examples in the area linked-to below are drawn from the ACORN project, a European EQUAL project: