MN7181 - People and Organizations- Blog 3 (L&D) - Learning Organizations

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Learning organizations

In today’s context, developing a culture for a Learning Organization seems a vital step to move forward. Learning organizations create space to all the individuals to clearly understand the purpose of the business, generates the genuine interest with in the individuals, makes the platform to share their views, innovation in a common group without fear and to work as a group facing the new challenges / changes that comes on the way in the achievement of the vision of the company.

Let’s look at few definitions on learning organizations.

 As per the HBR – Building a Learning organization (David A Gravin, July 1993) it is explained a learning as an entity that exceled creating, obtaining transferring knowledge, and also changing its behavior  in order to adopt new knowledge and updates with new perceptions.  

In “What is a Learning Organization?” by Moya K Manson it is explained with few definitions, one can be noted as “A learning organization is one that seeks to create its own future; that assumes learning is an ongoing and creative process for its members; and one that develops, adapts, and transforms itself in response to the needs and aspirations of people, both inside and outside itself (Navran Associates Newsletter 1993).

As explained by Armstrong (2006) about the definition of the creator of Learning Organizations- Senege (1990) it is explained the Learning organizations as “where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurture, where collective aspiration is set free, and where people are continually learning how to learn together”

The most important and the easy to understand structure on Learning Organizations has been introduced by Senege (1990), on five components as System thinking, Shared vision, Mental models, Team Learning and Personal mastery.

Above in a elaboration explanation as below,

(1) System thinking – In an organization every action, situation inter related and it is important to understand this correlation rather than focusing on fixing day today incidents. When the big picture is understood, it is visible that every action, issue that pops up is related to a one system. Hence seeing the big picture and the cause and the effect is explained in this point.

(2)  Shared vision – Building a shared vision is important and it should be ensured that the common vision is shared and informed, educated to all the team members in the organization in order to align everybody’s’ interest to a one direction.

(3) Mental models – As per Senege , the team must understand the value and the purpose and what the business is all about ( Zeeman,A ,2017). And when you are able to understand the companies’ vision you tend to adopt to the new changes and situations and embrace them and change accordingly to reach the vision of the company.

(4) Team Learning – A team work and learning culture which encourage innovation, creativity and learning through mistakes are considered at this point. In order to accomplish the shared vision, working in a tam and learning out of the mistakes, shared opinions and new ideas are expected.

(5) Personal mastery – This is the stage where the individual realize the current situation of the company and the ultimate desired goal that the company wants to achieve. And at this point they understand, identifies the gap between two and start to workout with the interest generated with in to achieve the vision of the institute.








Reference
https://hbr.org/1993/07/building-a-learning-organization
http://www.moyak.com/papers/learning-organization.html
Zeeman, A. (2017). Senge’s Five Disciplines of Learning Organizations. Retrieved [25 August 2018] from ToolsHero: https://www.toolshero.com/management/five-disciplines-learning-organizations/
Handbook of Human Resources Management – 10 Edition – M Armstrong



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