05 Learning Org

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IF AN ORGANIZATION WANTSTO SURVIVE IN AN ERA OF

RAPID AND COMPLEXCHANGES - IT HAS TO BE A

~LEARNING ORGANIZATION

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LEARNING ORGANIZATION ISAN ORGANIZATION WHICH

FACILITATES THE LEARNING

OF ALL ITS MEMBERS ANDCONTINUALLY TRANSFORMS

ITSELF

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Human-oriented cultural values of

learning organization Everyone can be a source of useful ideas so free

access to information important

The people closest to the problem usually have the

best idea regarding how to solve it empower them Learning flows up and down the hierarchy keep

mind open

New ideas are important encourage and rewardthem

Mistakes should be viewed as learning opportunities let people experiment

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Tracing the rootsThe roots of the term learning

organization can be traced to the

Chris Argyris concept of1. First order or single-loop learning

2. Double-loop learning

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Single loop learning

y First order learning

y Involves

y Achieving knownobjectives

y With routine behavioral

learningy No significant change in

basic assumptions ofcompany

Double loop learning

y Second order learning

y Involves

y Creativity andinnovation

y Learning how to learn

y Change inorganizations culture

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Unwanted values need to be discarded in a process called

unlearning Wang and Ahmed refer to this as triple loop

learning.


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Needed in learning

organizationsI. Presence of tension Gap between vision and reality Questioning/inquiry

Challenging status quo Critical reflectionII. Systems Thinking Shared vision Holistic thinking

OpennessIII. Culture Facilitating learning Suggestions Teamwork Empowerment empathy

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A learning organization exhibits five

main characteristicsy Systems thinking

y Understanding the inter-relationships rather thansimply seeing the things that are related

y Personal mastery.

y The commitment by an individual to the process oflearning is known as personal mastery.

y There is a competitive advantage for an organizationwhose workforce can learn quicker than the workforce

of other organizations

y Individual learning is acquired through staff trainingand development .

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y Mental models.

y The assumptions held by individuals and organizations are called mental models. To

become a learning organization, these models must be challenged.y Individuals tend to espouse theories, which are what they intend to follow, and

theories-in-use, which are what they actually do

y Similarly, organizations tend to have memories which preserve certain behaviors,norms and values. In creating a learning environment it is important to replaceconfrontational attitudes with an open culture that promotes inquiry and trust.

y Shared vision.

y The development of a shared vision is important in motivating the staff to learn, as itcreates a common identity that provides focus and energy for learning .

y Team learning.

y Team learning requires individuals to engage in dialogue and discussion opencommunication, shared meaning, and shared understanding

y Learning organizations typically have excellent knowledge management structures,allowing creation, acquisition, dissemination, and implementation of this knowledgein the organization

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Characteristics of learning

organization(According to Madhukar Shukla)

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Industrial paradigm Learning paradigm

Target focused Vision based

Focus on competition Focus on collaboration

Market dominance Market Creation

Shareholder returns Customer satisfaction

Individual focused Team focused

Regulate behavior Enable initiative

Power of position Power of Knowledge

Use information to control Use information to empower

Control through rules and procedures Control through vision, culture andtechnology


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Differences

Function Traditional organization Learning organization

Determination of overallobjectives

Vision provided by topmanagement

Shared vision of teammembers managementnurtures it for goal

achievementFramework forimplementation of ideas

Top management decides.Rest of the organization acts

At all levels of theorganization

Nature of organizationalthinking

Each person responsible andaccountable for jobresponsibilities

People understand their ownwork and also how their workinterrelates and inf luencesothers work

Conf lict resolution Conf lict resolved throughpower

Conflict resolution throughcollaborative learning andintegration of diverse viewpoints

Leadership and motivation Leader provides vision,rewards and punishment,maintains control

Leader builds shared vision,empowers personnel, inspirescommitment, encourages

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Organizational Learning Learning

Organization

Single-loop learning Double-loop learning

Incremental Transformational

Lower-level Higher-level

Adaptive Generative

Tactical Strategic

Occasional Continuous


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Creating a Learning Organizationy Systematic problem- solving

scientific method rather then assumptions used for decision-making. Statistical techniques used for analysis

y

Experimentation experimentation for expansion of knowledge. Failure ofexperiments accepted as a way of gaining knowledge

y Learning from experience lessons of experience documented for employees. Documents

accessible and understandable

yLearning from others what others do and how they do it. Benchmarking encouraged

y Transference of knowledge knowledge documented and transferred quickly to everyone in the

organization

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Learning organizations in actionHow learning organizations are operationalised into the

actual practice of management

1. Managers must be receptive to new ideas shunclose control of operations

2. Develop systemic thinking among managers - abilityto see connections among issues, events and data as a

whole3. Identify the source of conflict and negotiate skillfully

without indulging in personality clashes.

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Learning organizations in action4. Develop creativity among personnel thinking

out of box , personal f lexibility and willingness to

take risk, willingness to accept failure5. Managers should develop a pro-active approach to

problem-solving

6. Instill a sense of empathy and sensitivity towards

others

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Learning organizations in action7. Institutionalize learning teach others what you learn

retention of knowledge and values

8. Fostering positive mindset to learn and unlearn

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Barriers to it:y If individuals do not engage with a shared vision,

personal mastery could be used to advance their own

personal visionsy If training and development is compulsory, it can be

viewed as a form of control, rather than as personaldevelopment

y

Resistance to learning can occur within a learningorganization

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Learning organizations are skilled in:

y Systematic problem solving

y Experimentation

y Learning from past experiencey Learning from others

y Transferring knowledge promptly and effectivelythroughout the organization

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Benefitsy Maintaining levels of innovation and remaining

competitive

yBeing better placed to respond to external pressures

y Having the knowledge to better link resources tocustomer needs

y Improving quality of outputs at all levels

y Improving corporate image by becoming more peopleorientated

y Increasing the pace of change within the organization

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05 Learning Org

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