THE LEARNING ORGANISATION
CONTENTS
INTRODUCTION
DEFINITIONS
CHARACTERISTICS & RELEVANCE
BUILDING A LEARNING ORGANIZATION
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INTRODUCTION
LEARNING:
Any relatively permanent change in behaviour that occurs as a result of
experience.
LEARNING ORGANISATION:
An organization that has developed the continuous capacity to adapt and
change and learn new behaviour
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LEARNING ORGANISATION DEFINITIONS
A Learning Company is an organisation that facilitates the learning of all
its members and continually transforms itself.” - PEDLER,
1991
Organizations 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 to learn together.”
- PETER SENGE
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Organizational Designs
The Learning Organization
An organization that has developed the capacity to
continuously learn, adapt, and change through the practice of
knowledge sharing by employees
Characteristics of a learning organization:
An open team-based organization design that empowers
employees
Extensive and open information sharing
Leadership that provides a shared vision of the
organization’s future, support and encouragement
A strong culture of shared values, trust, openness, and a
sense of community.
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Organisational Learning Vs Learning Organisation
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Organisational Learning
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Organisational Learning Cont…
Organisational learning )described in more non-normative terms is the
occurrence of behavior changes under the influence of knowledge.
Argyris (2000) refers to this process as single-loop learning. Many quality
improvement projects can be called single-loop learning.
Double-loop learning involves changing the underlying principles. The term
covers e.g. business process re-engineering.-->thus about why…???
A third loop must be added to the two loops of Argyris: triple-loop learning
(Swierenga and Wierdsma, 1990). Triple loop learning is when the principles
upon which the organization is based are put into question:do we or do we not
wantto provide health care in a commercial basis a commercial
basis
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SINGLE AND DOUBLE LOOP LEARNING
Define expectations
Take action
Plan corrective action Monitor and review
Single-loop learning
Re-define expectations
as necessary
Double-loop learning
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Chris Argyris and Donald Schön – Single and Double loop learning
Single Loop Learning: This involves making adjustments within existing frameworks
or strategies without questioning the underlying assumptions.
It's like fixing a problem within the established rules and procedures,
but not challenging or changing the fundamental approach.
Example: If a sales strategy isn't working, single loop learning
might involve tweaking the sales techniques without questioning the overall sales
model
Double Loop Learning: This goes beyond surface-level adjustments
and involves questioning and potentially changing the
underlying assumptions and governing variables.
It's a more profound form of learning that addresses not just what went wrong but why
it went wrong.
Example: Instead of just adjusting sales techniques, double loop learning
would involve questioning the entire sales model,
exploring whether the product, target market, or overall approach needs reevaluation.
In essence, single loop learning is about fixing issues within the existing framework,
while double loop learning involves questioning and potentially changing the
framework itself.
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WHEN THE RATE OF CHANGE OUTSIDE EXCEEDS THE RATE OF
CHANGE INSIDE, THE END IS IN SIGHT
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The Elements of Organization
Structure :defines formal channels for reporting, and issuing instructions and
the allocation of authority and responsibility.
Systems and Procedures : consist of methods for information processing,
decision making and taking action.
Values and Culture : may be more or less formalized - bureau tic /mechanistic,
team-working, outward-looking, putting people first, and organic.
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LEARNING ORGANIZATION Peter Senge
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Peter Senge’s Principles of Learning Organisation
Peter Senge's principles of a Learning Organization emphasize a holistic
approach to organizational growth and adaptability.
Firstly, he highlights "personal mastery," encouraging individuals to continuously
improve their skills and mindset.
"Shared vision" emphasizes a common goal that inspires collective effort.
"Mental models" calls for challenging ingrained assumptions to foster open-
mindedness.
"Team learning" stresses collaborative problem-solving, promoting synergy.
Lastly, "systems thinking" encourages a comprehensive understanding of
interdependencies within the organization.
In essence, a Learning Organization, according to Senge, values individual and
collective learning, embraces a shared vision, challenges mental models,
fosters team collaboration, and employs systems thinking for a more adaptive
and resilient organizational culture.
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Peter Senge in The Fifth Disciplines-the Art and Practice of Learning
Organization
Personal mastery- the discipline of continually clarifying and deepening one’s
personal vision and objectivity.
Making mental models- the discipline of creating with metaphors and language
a mental model of what the organization is, what it stands for, and how it
works.
Building shared visions- the discipline of translating the visions of an
organisation’s leader or leaders from the objectives shared by a few to a vision
for everyone in that organisation.
Team learning -the discipline of ensuring that the collective intelligence of a
team is greater than the sum of the individual intelligence; if a team is
dysfunctional, the intelligence of a team will be less than the summed
intelligence of the individuals.
Systems thinking- what senge calls the fifth discipline -the discipline in which
individual elements are linked together into a coherent set of activities with a
common set of objectives.
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SENGE CHARACTERISTICS
Definition Associated Best Positive By-
Characteristic Practices products
Self mastery- The ability to The ability to 1.Greater
individual honestly and honestly and commitment
openly see openly see 2.Ability to face
reality as it reality as it limitations
exists. exists. 3.Ability to deal
with change
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The ability to compare 1.Time for 1.Less avoidance
Mental reality with learning of difficult
models - perceptions; 2.Forgiveness situations
individual reconciling both into a 3.Flexibility
coherent
understanding
Shared The ability of a group 1.Trust 1.Faster change
vision - of individuals to hold a 2.Empathy
2.More effective
group shared picture of a
3.Co-operation communication
mutually desirable
flows
future
4.A common
language
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The ability of a group 1.Consensus 1.Group self-
Team of individuals to building awareness
learning suspend personal 2.Top-down and 2.Heightened
- group assumptions about bottom-up collective
each other and engage communication learning
in "dialogue“. flows
3.Enhanced
creativity
Systems The ability to see 1.Practicing self 1.Long-term
thinking interrelationships mastery improvement
- group rather than linear 2.Possessing 2.Decreased
cause-effect consistent organizational
mental models conflict
3.Possessing a
3.Continuous
shared vision
learning among
4.Emphasis on
group members
team learning
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Learning organization seems to fall naturally into three categories:
I. The application of the academic theory systematic learning to business. The key factors which are
aimed at enhancing an organization’s creative capability are:
a) Team Learning
b) Building a Shared Vision
c) Mental Models
d) System thinking
e) Personal Mastery
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II. The presentation of definitions followed by perspective, practical solutions:
a) Organizational Intention
b) Autonomy
c) Fluctuation and creative chaos
d) Redundancy
e) Requisite variety
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III. The work of practitioners who decry a
prescriptive approach but offer guidelines.
and practical hints as to how
organizations can develop a bespoke
approach.
A.) Systematic problem solving.
B.) Experimentation
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