I tried doing a search on this site to see if there were any info on learning orgs. Unfortunately, there weren't any clear results. Anyway, I was wondering if you guys have or know of any information that is specifically related to learning organizations.
Apart from that, what's the difference between learning organizations and organizational learning? Are they interchangeable? Looking forward, as always, to a response :)
From Canada, Windsor
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Apart from that, what's the difference between learning organizations and organizational learning? Are they interchangeable? Looking forward, as always, to a response :)
From Canada, Windsor
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A learning organization is one that keeps learning as a key principle or policy of its own. IBM is a classical example of that. Organizational learning involves obtaining external or internal information about the dynamics of the organization. It's like you or me learning about any company. To some extent, it is interchangeable.
Raaj
Email: raajanand83@yahoo.com
From India, Hyderabad
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Raaj
Email: raajanand83@yahoo.com
From India, Hyderabad
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Organizational learning and the learning organization
Organizational learning is concerned with how learning takes place in organizations. It focuses on collective learning but takes into account the proposition that organizations do not perform the actions that produce the learning; it is individual members of the organization who behave in ways that lead to it, although organizations can create conditions which facilitate such learning.
The concept of a learning organization, which is often associated with that of organizational learning, has been defined as one 'that is able to discover what is effective by reframing its own experiences and learning from that process'.
Organizational learning is concerned with the development of new knowledge or insights that have the potential to influence behavior. It takes place within the wide institutional context of inter-organizational relationships and 'refers broadly to an organization's acquisition of understanding, know-how, techniques, and practices of any kind and by any means. Organizational learning examines how in this context individual and team learning can be translated into an organizational resource and is therefore linked to processes of knowledge management.
Organizational learning could be defined as a process of 'coordinated systems change, with mechanisms built in for individuals and groups to access, build, and use organizational memory, structure, and culture to develop long-term organizational capacity'.
Organizational learning is not simply the sum of the learning of individuals and groups across the organization. It can be said that without effective processes and systems linking individual and organizational learning, it can never be made effective.
Outcomes of organizational learning
Organizational learning outcomes contribute to the development of a firm's resource-based capability. This is in accordance with one of the basic principles of human resource management, namely that it is necessary to invest in people in order to develop the intellectual capital required by the organization and thus increase its stock of knowledge and skills. Human capital theory indicates that: 'The knowledge and skills an employee has, which comes from education and training, including the training that experience brings, generate productive capital'.
It is equally important that the organizational learning focus should be on developing 'organizational capability'. This means paying attention to the intricate and often unnoticed or hidden learning that takes place and influences what occurs within the organization. 'Hidden learning' is acquired and developed in the normal course of work by people acting as individuals and, importantly, as groups.
The process of organizational learning
Organizational learning can be characterized as an intricate three-stage process consisting of knowledge acquisition, dissemination, and shared implementation. Knowledge may be acquired from direct experience, the experience of others, or organizational memory.
Principles of organizational learning
Five principles of organizational learning:
1. The need for a powerful and cohering vision of the organization to be communicated and maintained across the workforce in order to promote awareness of the need for strategic thinking at all levels.
2. The need to develop strategy in the context of a vision that is not only powerful but also open-ended and unambiguous. This will encourage a search for a wide rather than a narrow range of strategic options, will promote lateral thinking and will orient the knowledge creating activities of employees.
3. Within the framework of vision and goals, frequent dialogue, communication, and conversations are major facilitators of organizational learning.
4. It is essential continuously to challenge people to reexamine what they take for granted.
5. It is essential to develop a conducive learning and innovation climate.
The learning organization
The philosophy underpinning the learning organization concept is that learning is an essential ingredient if organizations are to survive; that learning at operational, policy, and strategic levels needs to be conscious, continuous, and integrated; and that management is responsible for creating an emotional climate in which all staff can learn continuously.
Definition of a learning organization
It could be described that a learning organization as one where people 'continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together'.
A model of a learning organization
A six-factor model of a learning organization as follows:
1. Shared vision which enables the organization to identify, respond to, and benefit from future opportunities.
2. Enabling structure which facilitates learning.
3. Supportive culture which encourages challenges to the status quo and the questioning of assumptions and established ways of doing things.
4. Empowering management managers genuinely believe that devolved decision-making and better team working result in improved performance.
5. Motivated workforce which wants to learn continuously.
6. Enhanced learning processes and policies exist to encourage learning amongst all employees.
Developing a learning organization
One approach to the development of a learning organization is to focus on collective problem-solving within an organization using team learning and a 'soft systems' approach whereby all the possible causes of a problem are considered in order to define more clearly those which can be dealt with and those which are insoluble.
THIS IS JUST A SIMPLE ENTRY TO THE VAST SUBJECT OF LEARNING AND DEVELOPMENT.
REGARDS
LEO LINGHAM
From India, Mumbai
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270Organizational learning is concerned with how learning takes place in organizations. It focuses on collective learning but takes into account the proposition that organizations do not perform the actions that produce the learning; it is individual members of the organization who behave in ways that lead to it, although organizations can create conditions which facilitate such learning.
The concept of a learning organization, which is often associated with that of organizational learning, has been defined as one 'that is able to discover what is effective by reframing its own experiences and learning from that process'.
Organizational learning is concerned with the development of new knowledge or insights that have the potential to influence behavior. It takes place within the wide institutional context of inter-organizational relationships and 'refers broadly to an organization's acquisition of understanding, know-how, techniques, and practices of any kind and by any means. Organizational learning examines how in this context individual and team learning can be translated into an organizational resource and is therefore linked to processes of knowledge management.
Organizational learning could be defined as a process of 'coordinated systems change, with mechanisms built in for individuals and groups to access, build, and use organizational memory, structure, and culture to develop long-term organizational capacity'.
Organizational learning is not simply the sum of the learning of individuals and groups across the organization. It can be said that without effective processes and systems linking individual and organizational learning, it can never be made effective.
Outcomes of organizational learning
Organizational learning outcomes contribute to the development of a firm's resource-based capability. This is in accordance with one of the basic principles of human resource management, namely that it is necessary to invest in people in order to develop the intellectual capital required by the organization and thus increase its stock of knowledge and skills. Human capital theory indicates that: 'The knowledge and skills an employee has, which comes from education and training, including the training that experience brings, generate productive capital'.
It is equally important that the organizational learning focus should be on developing 'organizational capability'. This means paying attention to the intricate and often unnoticed or hidden learning that takes place and influences what occurs within the organization. 'Hidden learning' is acquired and developed in the normal course of work by people acting as individuals and, importantly, as groups.
The process of organizational learning
Organizational learning can be characterized as an intricate three-stage process consisting of knowledge acquisition, dissemination, and shared implementation. Knowledge may be acquired from direct experience, the experience of others, or organizational memory.
Principles of organizational learning
Five principles of organizational learning:
1. The need for a powerful and cohering vision of the organization to be communicated and maintained across the workforce in order to promote awareness of the need for strategic thinking at all levels.
2. The need to develop strategy in the context of a vision that is not only powerful but also open-ended and unambiguous. This will encourage a search for a wide rather than a narrow range of strategic options, will promote lateral thinking and will orient the knowledge creating activities of employees.
3. Within the framework of vision and goals, frequent dialogue, communication, and conversations are major facilitators of organizational learning.
4. It is essential continuously to challenge people to reexamine what they take for granted.
5. It is essential to develop a conducive learning and innovation climate.
The learning organization
The philosophy underpinning the learning organization concept is that learning is an essential ingredient if organizations are to survive; that learning at operational, policy, and strategic levels needs to be conscious, continuous, and integrated; and that management is responsible for creating an emotional climate in which all staff can learn continuously.
Definition of a learning organization
It could be described that a learning organization as one where people 'continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together'.
A model of a learning organization
A six-factor model of a learning organization as follows:
1. Shared vision which enables the organization to identify, respond to, and benefit from future opportunities.
2. Enabling structure which facilitates learning.
3. Supportive culture which encourages challenges to the status quo and the questioning of assumptions and established ways of doing things.
4. Empowering management managers genuinely believe that devolved decision-making and better team working result in improved performance.
5. Motivated workforce which wants to learn continuously.
6. Enhanced learning processes and policies exist to encourage learning amongst all employees.
Developing a learning organization
One approach to the development of a learning organization is to focus on collective problem-solving within an organization using team learning and a 'soft systems' approach whereby all the possible causes of a problem are considered in order to define more clearly those which can be dealt with and those which are insoluble.
THIS IS JUST A SIMPLE ENTRY TO THE VAST SUBJECT OF LEARNING AND DEVELOPMENT.
REGARDS
LEO LINGHAM
From India, Mumbai
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Thank you for all the help, folks! I really appreciate it. I found this amazing article on Learning Organizations in the Harvard Business Review. It was published more than a decade ago, but it does give a strong insight into how learning organizations actually work and the specific details of it. A very interesting read!
From Canada, Windsor
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From Canada, Windsor
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Knowledge Management as a Learning Organization Foundation.doc
Two Learning theories.pdf