Organizational Learning and the Learning Organization

Objectives of Session 10 Define organizational learning and learning organization Discuss general issues involved in organizational learning and learning organization Distinguish organizational learning from a learning organization

Organizational Learning is the acquisition of data, information, and knowledge that the organization gathers through individuals, processes, and systems

In Organizational Learning the information and knowledge acquired through individuals, processes, and systems, become part of the cognitive systems, memories, and cultures of the organization

In Organizational Learning the cognitive systems, memories, and cultures of the organization constitute the unconscious learned responses of the group to their problems

In Organizational Learning Organizational memories are built through at least three relevant capabilities: Knowledge base Organization-specific competencies Routines for using the skills and knowledge possessed by the organization

In Organizational Learning Individuals rather than organizations themselves learn

Organizational Learning Requires: Collective learning Individuals moving from single-loop learning to double-loop learning and beyond to triple-loop learning

Collective Learning Learning is conscious at all levels, and There is a collective and explicit review and possible rejection and renewal of the way things are done

What is Single-loop Learning? occurs where errors are detected and corrected it is effective for day-to-day operations, but may lead to a rigid, unquestioning culture

What is Double-loop Learning? occurs where the cause-effect relationships underlying errors and problems are examined

How about Triple-loop Learning? Challenges and examines the internalized assumptions, principles, and values in the organization Reaches a deeper level of collective knowledge, understanding, and reassessment of organizational values

Connecting the Levels of Learning To advance from organizational learning to a learning organization: There has to be an enhancement of collective competence Learning at all levels is conscious There is a collective and explicit review of how things are done and possible rejection Renewal of the ways things are done

Becoming a Learning Organization To achieve the conversion of individual learning into organizational learning: Structures, systems, and environment enable strong vertical and horizontal communications Teamwork results in working routines that support innovation and knowledge creation

Development Model to Become a Learning Organization Five-development phase model: Foundation Formation Continuation Transformation Transfiguration

Five Development Phases of the Learning Organization Transformation Transfiguration Learning organization Organizational learning Foundation Formation Continuation

During the Foundation Phase the organization is to ensure that ‘basic survival skills’ are acquired by developing strategies that motivate learning—in particular for the development of human talents

During the Formation Phase the organization is to make available opportunities and resources for the training and development of individuals

During the Continuation Phase human talent development systems need to be sensitive to the differential pace of learning of individuals both on and off the job (Kolb, 1984)

The Transformation Phase concerns a complete change in the structures, systems, and culture of the organization to respond to changes in society, technology, economy, environment, and politics

During the Transformation Phase the organization is to actively implement human talent strategies that value diversity, promote creativity, teamwork, and communication

During the Transfiguration Phase the organization will be: asking itself questions about why it exits in the form that it does representing a way of life to be cherished because of its values developing to accommodate and understand global cultures, tolerance, integration, and cooperation

The Learning Organization is: an organization that facilitates the learning of all its members and continuously transforms itself (Pedler, Boydell, and Burgoyne (1991)

The Learning Organization: seeks to create its own future assumes learning is an ongoing and creative process for its members

In a Learning Organization Learning occurs at two levels: Individual, where individuals learn through training, develop processes or working experience Organizational level, by the attribute that encourages learning in a collective or systemic way, innovation, and change

Difficulties in Becoming a Learning Organization The main difficulties are: ‘…mental models and mindsets that limit the possibilities that we are prepared to consider’ (Senge, 1990, 1994)

Difficulties in Becoming a Learning Organization Double-loop and triple-loop learning require Unlearning: the removal of obstructive working routines, processes, and habits that inhibit reflection on organizational norms, objectives, and basic policies

In the Learning Organization Learning is: A purposeful activity aimed at the acquisition and development of skills and knowledge, and their application

The Learning Organization Develops, adapts, and transforms itself in response to the needs and aspirations of people, both inside and outside itself

At the Heart of the Learning Organization Lies the belief that enormous human potential lies locked and undeveloped in our organizations

The Learning Organization Makes human talent development strategy central to organizational policy

The Learning Organization Allows people at all levels, individually and collectively, to continually increase their capacity to produce results they really care about

In the Learning Organization Organizational culture: Grows and changes during the life of the organization Is influenced by: its original and developing purposes, the people, and those with influence on the organization

The Learning Organization Has a climate in which individual members are encouraged to learn and to develop their full potential

The Learning Organization Extends this learning culture to include clients, suppliers, and other significant stakeholders

The Learning Organization Is in a continuous process of organizational transformation

In the Learning Organization The process of transformation enables the organization to search within and without for: new ideas, new problems, and new opportunities for learning to improve its performance in an increasingly competitive world

In the Learning Organization The process of transfiguration will enable the organization to reach a level of elevation leading to idealization where: People come first There is real concern for society’s general welfare and betterment A way of life is cherished because of its values Global cultures, tolerance, integration, and cooperation are developed