1. Organizational Learning and the Learning Organization

2. 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

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

4. 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

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

6. 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

7. In Organizational Learning
Individuals rather than organizations themselves learn

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

9. 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

10. 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

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

12. 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

13. 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

14. 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

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

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

17. 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

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

19. 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)

20. 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

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

22. 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

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

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

25. 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

26. 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)

27. 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

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

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

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

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

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

33. 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

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

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

36. The Learning Organization
Is in a continuous process of organizational transformation

37. 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

38. 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