Openness and insularity in the NDA group’s organizational learning: Findings and recommendations
By Ban Lee and Dermot O’Reilly, Lancaster University
Published in Nuclear Future 21.5
DOI: https://doi.org/10.63198/DEUV5103
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SUMMARY
Four types of organizational complexity were evident within and across the NDA group that impacted its organizational learning, related to – structures and processes; stakeholder relationships; the workforce; and modes of thinking and learning.
Together, these indicate tensions related to organizational learning between openness and insularity, at three levels: within the NDA group organizations, between NDA group organizations, and at the sectoral level.
To build further on the forms of mission-driven and collaborative learning in and across the NDA group it is recommended that it:
- Review its mission statement and its associated indicators and measures of mission progress.
- Review the NDA group’s current stakeholder strategies and mechanisms.
- Integrate systems and processes across the NDA group as much as is practicable.
- Further develop a culture of collaborative control and challenge.
LEAD AUTHOR
Ban Lee is a Visiting Researcher at the Department of Organization, Work and Technology at Lancaster University. His research explores the intersection of accounting, finance, and organization studies.
https://orcid.org/0000-0002-5698-3304
Dermot O’Reilly is a Senior Lecturer in the Department of Organization, Work and Technology at Lancaster University. He researches and publishes on the topics of learning, leadership, and organizing. https://orcid.org/0000-0001-6356-2316