LEARNING ORGANIZATION MODELS

Evolution of Organizations (Hitt, 1995) The Bureaucratic Organization The Performance-Based Organization The Learning Organization Max Webber, 1947 Peter Drucker, 1964 Peter Senge, 1990

The Five Disciplines Peter Senge (1990) Systems Thinking Shared Vision Mental Model Personal Mastery Team Learning

Learning Subsystems Model Marquardt (1996) People Organization Technology Learning People Knowledge

Learning in the Learning Subsystems Model (Marquardt, 1996) Adaptive Learning: Experience and reflection Anticipatory Learning: Vision-action-reflection Action Learning: L = P +Q (Prog. Knowledge + Questioning insight) Deutero Learning: Combination of SLL and DLL

Three types of Learning (Argyris and Schon, 1978) Single Loop Learning Double Loop Learning Deutro Learning

Single loop Adding knowledge, competencies or routines No change in organization fundamentals Low level learning (Fiol and Lyles, 1985) Adaptive learning (Senge, 1990) Non strategic learning (Mason, 1993)

Double-Loop learning Correcting of errors by changing organization fundamentals – eg. questioning assumptions Higher level learning (Fiol and Lyles, 1985) Generative learning (Senge, 1990) Strategic learning (Mason, 1993)

Deutro Learning Combination of single and double loop Knowing learning needs and creating a learning environment Learning happens in all organization functions

Single and Double Loop Learning

Triple Loop?

Organization in Learning Subsystems Model (Marquardt, 1996) Vision Culture Structure Strategy

Knowledge in Learning Subsystems Model (Marquardt, 1996) The acquisition and generation of knowledge Acquisition Creation Storage Transfer Utilization

Technology in Learning Subsystems Model (Marquardt, 1996) Support and integrated technological network, and information tools for learning experiences Technical process Systems Structure

People in Learning Subsystems Model (Marquardt, 1996) Employees Customers Leaders/Managers Alliance/Partners Community Suppliers/Vendors

Developing a learning agenda Peters (1996) 1 Learning about the participant's own job 2 Learning how to create alignment between culture and strategy 3 Learning about the future by exploring the value of techniques for scenario planning 4 Learning about the operating environment and the supply chain 5 Learning how to challenge existing schools of thinking and avoid myopia 6 Developing an organizational memory