8/2/2019 Week 3 Organizational Learning KM

1/22

1

Organizational Learning

Week 3

BBB3163 Knowledge Management

8/2/2019 Week 3 Organizational Learning KM

2/22

ORGANIZATIONAL LEARNING DEFINED

Organizational learning refers broadly to an organizations acquisition of

understanding knowhow, techniques and practices of any kind and by any means.

Source: Argyris, C and Schon, D A (1996) Organizational Learning: A theory of action perspective,

Addison Wesley

8/2/2019 Week 3 Organizational Learning KM

3/22

CONCERNS OF ORGANIZATIONAL LEARNING

How individual and team learning can be turned into an organizational resource.

How effective systems for linking individual and organizational learning can bedeveloped.

How organizational capability can be increased by making the best use of the

hidden learning that individual and communities of practice acquire.

The concept of organizational learning is therefore closely linked tothe concepts of knowledge management and intellectual capital

8/2/2019 Week 3 Organizational Learning KM

4/22

THE PROCESS OF ORGANIZATIONAL LEARNING

Organizational learning has been described as an intricate three-stage process consistingof knowledge acquisition, dissemination and shared implementation.

Source: Dale, M (1994) Learning organizations, in Managing Learning, edC Mabey and P Iles, Routledge

Argyris suggests that organizational learning occurs under two conditions:

1. when an organization achieves what is intended

2. when a mismatch between intentions and outcomes is identified and corrected.

He distinguishes between:

single-loop learningin which expectations are defined and monitored and corrective

action is taken as necessary to complete the loop, and double-loop learningin which the monitoring process indicates that expectations

need to be redefined and corrective action is taken to ensure that these amendedexpectations are met .

Source: Argyris, C (1992) On Oganizational Learning, Blackwell, Cambridge, MA

This process is modelled on the following slide

8/2/2019 Week 3 Organizational Learning KM

5/22

SINGLE- AND DOUBLE-LOOP LEARNING

Define expectations

Take action

Plan corrective Monitor and review

action Single-loop learning

Re-define expectations

as necessary

Double-loop learning

8/2/2019 Week 3 Organizational Learning KM

6/22

THE LEARNING CYCLE

Questioning

Exploring with othersthe outcomes andbehaviour required

Agreeing

Working with othersto explore learning

needs

Modelling

Identifying with other types of

learning opportunities

Negotiation

To agree rights andopportunities to support

change

Implementation

By all parties meeting their

part of the agreement

Reviewing andconsultation

Consider broader

implications and changes

Source: New Learning for New Work Consortium (1999) Managing Learning for Added Value, IPD

8/2/2019 Week 3 Organizational Learning KM

7/22

DEVELOPING ORGANIZATIONAL LEARNING

Build into the value set of the organization the belief that organizational learningas a means of improving performance is important.

Top management must set the lead by insisting that learning opportunities areseized whenever they arise noting what has been learnt and ensuring that it isdisseminated.

Leadership and example line managers must be encouraged to take everyopportunity to learn and encourage others to learn from experiences single-and double-loop learning.

Knowledge management processes to capture and disseminate knowledge andlearning should be used. Learning and knowledge could be recorded indatabanks, manuals and the Intranet but the knowledge gained from experienceshould be exchanged and shared by creating networks and encouraging face toface communication between individuals and teams by means of informalconferences, workshops, communities of interest and one-to-one sessions.

HR can provide valuable support by constantly emphasizing the importance oforganizational learning and encouraging it by such means as conferences,workshops, seminars and the development of communities of interest.

8/2/2019 Week 3 Organizational Learning KM

8/22

THE LEARNING ORGANIZATION DEFINED

Senge, who originated the concept, defined 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 collectiveaspiration is set free, and when people are continually learning to learn together.

Source: Senge, P (1990) The Fifth Discipline: The art and practice of the learning organization, Doubleday

A more down to earth definition was produced by Pedler et alwho stated that alearning organization is one which facilitates the learning of all its members and

continually transforms itself.

Source: Pedler, M, Burgoyne, J and Boydell, T (1991) The Learning Company: A strategy for sustainabledevelopment, McGraw-Hill

8/2/2019 Week 3 Organizational Learning KM

9/22

9

Organizational Learning (OL)

Concept introduced by Argyris and Schon(1976)

Different views of organizational learning

Aggregate of individual learning that takesplace in an organizational setting

Learning embedded in the organizations

policies, operations, and culture Mystical combination of the aggregate learning

of individuals embedded in an organizational

collective unconscious

8/2/2019 Week 3 Organizational Learning KM

10/22

10

Actualizing Organizational Learning

A learning organization that promotes, rewards, and

captures individual learning for the benefit of the

organization.

Four unanswered questions arise:

How to promote individual learning?

How to reward individual learning?

How to capture individual learning?

How does an organization benefit from

organizational learning?

8/2/2019 Week 3 Organizational Learning KM

11/22

11

Prerequisites for Learning

Organizations

Self-directed, self-initiated learning shouldpervade the organization (SDL)

Not focuses on simply adding skills Every individual at every level engaged in

ongoing, job-related learning

SDL is necessary for developing a learningorganization

8/2/2019 Week 3 Organizational Learning KM

12/22

12

Characteristics of SDL Environments*

(1) Tolerance for errors, support for experimentation

and risk-taking, with an emphasis on creativity andinnovation

(2) Use of a participative leadership style anddelegation of responsibility to organizational

members(3) Support for learning initiatives that are linked to the

organizations goals/values

(4) Encouragement of open communication and ofinformation systems that provide for collaborationand teamwork

(5) Provision of opportunities and situations forindividual learning

*Confessore and Kops (1998)

8/2/2019 Week 3 Organizational Learning KM

13/22

13

Role of Independent Learning

Learning independent of teachers andinstitutions

Self-directed learning has been stronglypromoted within distance learning settings

Self-directed learning in institutional

settings (Knowles, 1979)

8/2/2019 Week 3 Organizational Learning KM

14/22

14

Limitations on SDL

Some intelligent adults are notpsychologically equipped for, or ready

to succeed at SDL (Long, 1989) Some subject matters are not

appropriate for SDL (Guglielmino and

Guglielmino, 1991) E.g., Accounting

8/2/2019 Week 3 Organizational Learning KM

15/22

15

Psychological Aspects of SDL

Self-directed learners share the following:

Self-confidence Self-awareness

Self-reflectiveness

Strong goal orientation Aptitude for systematic procedures

8/2/2019 Week 3 Organizational Learning KM

16/22

16

Continuum of Business

EducationTeacher-Directed Learner-Directed

(Training) (Development)

Technical Skills People Skills Conceptual Skills

Courses Courses Courses

Accounting Team Building Leadership

Finance Conflict Management Strategy

8/2/2019 Week 3 Organizational Learning KM

17/22

17

When is SDL Appropriate?

Three variables to be assessed

Teacher characteristics

Learner characteristics

Subject matter characteristics

Goal is to determine most appropriate

learning approach Both styles of learning should take

place within organizations

8/2/2019 Week 3 Organizational Learning KM

18/22

18

Promoting Individual Learning

Developing a learning culture, featuringSDL

Presence of a participative management style

Supportive environment in which employeesenjoy autonomy and in which managementbelieves employees are competent andmotivated

Support for experimentation and tolerance forerror

Support for unplanned, non-sequential

learning activities

8/2/2019 Week 3 Organizational Learning KM

19/22

19

Promoting Individual Learning

(continued)

Employees can contribute toorganzations goals and values

Environment of trust and mutual respectmust exist

Support for risk taking and innovation

must be in place Collaboration among organizational

members must be encouraged

8/2/2019 Week 3 Organizational Learning KM

20/22

20

Imperatives for Organizations to

Benefit from Learning Creating continuous learning opportunities

Promoting inquiry and dialogue

Encouraging collaboration and teamlearning

Establishing systems to capture and share

learning Empowering people to have a collectivevision

Connecting the organization to its largerenvironment

8/2/2019 Week 3 Organizational Learning KM

21/22

21

Summary The learning organization will remain only

a concept unless OC interventions areimplemented to convert theory into

practice

Promoting, rewarding, and capturingindividual learning for the benefit of the

organization is facilitated by the promotionof self-directed, self-initiated learning, andthe use of learning agreements

8/2/2019 Week 3 Organizational Learning KM

22/22

22

Summary (continued)

An organizational culture in whichcontinuous learning occurs at every

level should be goal of a learningorganization