This paper aims to present a holistic method for approaching processes of sharing knowledge and enhancing the critical effort to boost the capability of collective learning towards building the intelligent energy organization. The presented method focuses on how improved externalization including reflection on experiences from day-to-day operation might be an essential source in creating effective collaborative work practice across disciplines, locations and teams.

We present ongoing research that aims to create a structured method that comprises the three learning dimensions called Why-, What-, and How-learning. As dimensions of learning they interact with each other in a dynamic way implying that a balance must be established in order to pursue an optimal environment for collective learning. Management typically fails to make considerations of either of these and organizational design suffers accordingly. The method distinguishes between structuring and enabling parameters that together are believed to make a comprehensive functional characterization of collective reflection. The resulting charts supporting the three dimensions and the associated method can be used to analyze and describe collaborative arenas, tools and organizations to improve collective intelligence.

The method developed has evolved through interactions with a group of companies ranging from large scale industries to smaller high-tech companies. Preliminary tests have been performed on a set of software tools and to support analysis of collaborative arenas. In this context we present a case study on a control room simulator designed for a nuclear power plant. Based on this we hypothesize on how this experience could be transferred to an IO supported drilling scenario. Our early tests indicate that apparent strengths and certain weaknesses related to existing collaborative practices in such a complex setting can be exposed by means of the method. We also show that the balance or imbalance in terms of the three dimensions can easily be exposed through the use of the charts defined. Our early findings also seem to indicate that design of existing tools and arenas seem to be biased towards one of the dimensions, at times almost ignoring the dependencies with the others.

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