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Over the long run, superior performance depends on superior learning.
-- Peter Senge, leader of the learning organization movement
Building a Learning OrganizationBuilding a Learning Organization
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Presentation Objective
Meaning
Management &
Measurement
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Definition of Organizational LearningDefinition of Organizational Learning
OrganizationOrganization LearningLearning meansmeans thethe processprocess ofof
improvingimproving actionaction throughthrough betterbetter knowledgeknowledge andand
understandingunderstanding..
Source: C. MarleneSource: C. Marlene FiolFiol and Marjorie A. Lyles, Organizational Learning, Academyand Marjorie A. Lyles, Organizational Learning, Academy
of Management Review, October 1985of Management Review, October 1985
Organizational Learning is a processOrganizational Learning is a processof detecting and correcting error.of detecting and correcting error.
ChrisChris ArgyrisArgyris, Double Loop Learning in Organizations,, Double Loop Learning in Organizations,
Harvard Business Review, Sep.Harvard Business Review, Sep.--Oct. 1977Oct. 1977
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D
avid A. Garvinin the August 1993 Harvard
Business Review defines a leaning organization as
an organization skilled at creating,
acquiring, and transferring knowledge,and at modifying its behavior to reflect
new knowledge and insights."
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Copyright (c) 2003 Russ Linden
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REASONS TO BUILD A LEARNING ORGANIZATION
1. Because we want superior performance
2. To improve quality
3. For customers
4. For competitive advantage
5. For an energized, committed workforce6. To manage change
7. For the truth
8. Because the times demand it
9. Because we recognize our interdependence
10. Because we want it
Source: - (The Fifth Discipline Field book, p 9-12)
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ACTIVITIES OF A LEARNING ORGANIZATION
1. Systematic problem solving: thinking with systems theory; insisting
on data rather than assumptions; using statistical tools
2. Experimentation with new approaches: ensure steady flow of new
ideas; incentives for risk taking; demonstration projects
3. Learning from their own experiences and past history: recognition
of the value of productive failure instead of unproductive success
4. Learning from the experiences and best practices of others:
enthusiastic borrowing
5. Transferring knowledge quickly and efficiently throughout the
organization: reports, tours, personnel rotation programs, training
programs
(David Garvin, "Building a Learning Organization", Harvard Business Review,Aug. 1993, pp. 78-90.)
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Copyright (c) 2003 Russ Linden
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Core Strategic Building Blocks of Learning Organization
1. Mission and Vision:Clarity and employee support of the mission, strategy,
and espoused values of the organization.
2. Leadership: Leadership that is perceived as empowering employees,
encouraging an experiment culture, and showing strong commitment to the
organization.
3. Experimentation:A strong culture of experimentation that is reward and
supported at all levels in the organization.
4. Transfer of Knowledge:The ability of an organization to transfer
knowledge within and from out side the organization and to learn from
failures.
5. Teamwork and Cooperation:An emphasis on teamwork and for
developing innovative ideas.
Source: SPRING 1998 (Swee C. Goh, Faculty of Administration, University OfOttawa) SAMADVANCEDMANAGEMENT JOURNAL
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Copyright (c) 2003 Russ Linden
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The illiterate of the 21st century will not be the individual who
cannot read and write, but the one who cannot learn, unlearn,
and relearn. -- Futurist Alvin Toffler
THE FIVE DISCIPLINES
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THE FIVE DISCIPLINES
"The core of learning organization work is based upon five "learning disciplines"- lifelong programs of study and practice:
1.Personal mastery- learning to expand our personal capacity to create results
we most desire and creating an organizational environment which encourages all
its members to develop themselves toward goals and purposes they choose.
2.Mental Models- reflecting upon, continually clarifying, and improving our
internal pictures of the world, and seeing how they shape our actions and
decisions.
3.Shared Vision- building a sense of commitment in a group, be developing
shared images of the future we seek to create, and the principles and guiding
practices by which we hope to get there.
4.Team Learning- transforming conversational and collective thinking skills, so
that groups of people can reliably develop intelligence and ability greater thanthe sum of individual members' talents.
5.Systems Thinking- a way of thinking about, and a language for describing and
understanding forces and interrelationships that shape the behavior of systems.
This discipline helps us see how to change systems more effectively, and to act
more in tune with the larger processes of the natural and economic world.
(Peter Senge, The Fifth Discipline Fieldbook, pp. 6-7)
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Copyright (c) 2003 Russ Linden
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Measuring Learning
Managers have long known that if you cant measure it,
you cant manage it. This is as true of learning as it is of
any other corporate objective.
Traditionally, the solution has been Learning Curves andmanufacturing process functions. (1920s and 1930s)
Half-Life Curve developed by Analog Devices, a leading
Semiconductor manufacturer.
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Steps needed for Organizational LearningSteps needed for Organizational Learning
Foster an environment that is conducive to learning
Open up boundaries and stimulate the exchange of
ideas
Once managers have establish a more supportive,
open environment, they can create learning forums.
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References and ResourcesReferences and Resources
This reference list isnt meant to be an inclusive one.Rather, it provides a number of well-reviewed listings for
the major topics of building a learning organization .
Organization Development and transformation (Managing
Effective Change) Wendell L. French, Cecil H. Bell, Robert A.Zawacki
Building a Learning Organization, by David A. Garvin.
Harvard Management Review, July-August, 1993, pp. 78-91.
http/: www.google.com
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Six Sizzlers
By:
Amar Nath Singh
Manindra Soni
Geetika Verma
![Group Dynamics and Learning in an ion Behaviour Virtual Learning Community[1]](https://static.documents.pub/doc/80x56/577d262d1a28ab4e1ea07535/group-dynamics-and-learning-in-an-ion-behaviour-virtual-learning-community1.jpg)
