"The essence of organisational learning is the organization's ability to use the amazing mental capacity of all its members
to create the kind of processes that will improve its own"Learning is the key competency required by any organization that wants to survive and
thrive in the new knowledge economy. Market champions keep asking learning questions, keep learning how to do things better, and keep spreading that knowledge throughout their organization. Learning provides the catalyst and the
intellectual resource to create a sustainable competitive advantage. Learning organisatons obtain competitive advantage from continuous learning, both individual and collective. In organizations with a well
established knowledge management system, learning by the people within an organization becomes learning by the organization itself. Types of Learning A learning organisation involves the development
of higher levels of knowledge and skill. A four level learning model of learning involves:- Level 1.- Learning facts, knowledge, processes and procedures. Applies to known situations where changes are minor. Level 2.- Learning new job skills that are transferable to other situations. Applies to new situations where existing responses need to be changed. Bringing in outside expertise is a useful tool here.
Level 3 - Learning to adapt. Applies to more dynamic situations where the solutions need developing. Experimentation, and deriving lessons from success and failure is the mode of learning here.
Level 4 - Learning to learn. Is about innovation and creativity; designing the future rather than merely adapting to it. This is where assumptions are challenged and knowledge is reframed. Furthermore this learning
concept can be applied at three levels - to the learning of individuals, of teams and of organisations. Organizations that achieve learning to Level 4 will "reinvent not just their organization but their industry"
The learning organization Learning organizations are 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 see the whole together. (Senge 1990)
Table 1. Characteristics of a Learning Organization and Associated Best Practices *
Characteristic |
Definition |
Associated Best Practices |
Positive Byproducts |
Self mastery- individual |
The ability to honestly and openly see reality as it exists; to clarify one's personal vision |
1.Positive reinforcement from role models/managers
2.Sharing experiences
3.More interaction time
between supervisory levels
4.Emphasis on feedback
5.Balance work/non-work life |
Greater commitment to the organization and to work; less rationalization of negative events; ability to
face limitations and areas for improvement; ability to deal with change |
Mental models - individual |
The ability to compare reality or personal vision with perceptions; reconciling both into a coherent
understanding |
1.Time for learning
2.Reflective openness
3.Habit of inquiry
4.Forgiveness of oneself
5.Flexibility/adaptability |
Less use of defensive routines in work; less reflexivity that leads to dysfunctional patterns of
behavior; less avoidance of difficult situations |
Shared vision - group |
The ability of a group of individuals to hold a shared picture of a mutually desirable future |
1.Participative openness
2.Trust
3.Empathy towards others
4.Habit of dissemination 5.Emphasis
on cooperation
6.A common language |
Commitment over compliance, faster change, greater within group trust; less time spent on aligning
interests; more effective communication flows |
Team learning - group |
The ability of a group of individuals to suspend personal assumptions about each other and engage in
"dialogue" rather than "discussion" |
1.Participative openness 2.Consensus building
3.Top-down and bottom-up communication flows;
4.Support over blame;
5.Creative thinking |
Group self-awareness; heightened collective learning; learning "up and down" the hierarchy;
greater cohesiveness; enhanced creativity |
Systems thinking - group |
The ability to see interrelationships rather than linear cause-effect; the ability to think in context
and appreciate the consequences of actions on other parts of the system |
1.Practicing self mastery
2.Possessing consistent mental models
3.Possessing a shared vision
4.Emphasis on team learning |
Long-term improvement or change; decreased organizational conflict; continuous learning among group
members; Revolutionary over evolutionary change |
* Adapted from the work of Senge (1990), Argyris and Schon (1996), Argyris (1991), and Schon (1983).Benefits of learning organization Promoting a Learning Organization culture is essential to meeting the following types of challenges faced by all agencies:
Rapid Change:
Change in the workplace is occurring rapidly. Agencies are being forced to quickly adapt work processes. In a Learning Organization, change is seen as an opportunity to learn through problem solving.
Shifting Focus:
Agencies are changing their focus from a role of ensuring compliance to one of serving customers. A Learning Organization can ensure that there is a strategic alignment between customer needs, organizational goals, individual learning, and resource allocations.
Eroding Knowledge Bases:
The growing rates of attrition of employees, reductions-in-force, and expected retirements are eroding the organizational knowledge bases. A Learning Organization fosters information exchange and captures expertise from all levels of personnel. And, technology is leverage to support information exchange.
Limited Training Resources:
Training budgets are shrinking while staff members have less time to attend formal training sessions. A Learning Organization can make use of alternative strategies that integrate learning into the workplace. These alternative methods cost less and are effective.
Inhibitors to becoming a learning organization
These are some of the most common obstacles to becoming a learning organization:
- Operational/fire fighting preoccupation - not creating time to sit back and think strategically .
- Too focused on systems and process (e.g. ISO9000) to exclusion of other factors (bureaucratic vs. thinking) .
- Reluctance to train (or invest in training), other than for obvious immediate needs.
- Too many hidden personal agendas .
- Too top-down driven, overtight supervision = lack of real empowerment
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How to create learning organizations
- Build individual development plans quarterly.
The development plans should list negotiated expectations for growth and learning over the quarter. These plans may include cross-training, skill
stretching assignments, and representing the department at organization-wide meetings, as well as education.
Put each person directly into contact with customers. When each individual personally knows customer needs, he/she is enabled to make better decisions to satisfy the customer. Remember also,
the internal customers. Anyone to whom the organization provides a product or a service is a customer.
Promote field trips to other organizations. Even organizations in different industries can provide opportunities for learning. See and learn what others are doing about the challenges you experience in
your organization. It has been seen that non-competing companies surprisingly are gracious about sharing information.
Meet regularly across departments, or in a smaller organization, as a whole company. Even in a larger organization, bring the whole company together, at least quarterly. People have to understand
the whole work system; otherwise they improve just their small part of the system. While these small improvements are important, they do not necessarily optimize the success of the entire system. This is
an area in which every technological advancement makes meeting easier.
Use cross-functional teams to solve problems, scout for new opportunities, and cross-fertilize units with new ideas.
Pay for education for all employees. In fact, some forward thinking organizations have determined learning is so important, that they pay for any educational pursuit, not just those related exclusively to
the individual's current job. The goal is to foster learning and they presume that any investments in learning translate into more effective work performance over time.
Coach improved performance from all members of the organization. Work constantly to enable people to set and achieve their next goals. Spend time with people thinking about and planning their next objective.
Form study groups. Internally, and even externally, these groups can focus on creating a learning organization. There may be people, who are close to the organization in question , geographically,
seeking members or holding group meetings.
Take time to read, to think, to talk about new ideas and work. Create discussion areas, conference rooms, and break areas that foster people communicating.
Hold brainstorming (idea generation) sessions on specific topics. Bring "experts" in the organisation. As an example, a technical writer can add value to a discussion about print presentation.
Foster an environment of collegiality.Congenial work environment, harmonious superior - subordinate & peer to peer relationship are inevitable for creating a learning environment in any organization.
- Evolving Roles of Supervisors:
Supervisors are assuming increasing responsibility for traditional human resource functions. In a Learning Organization, managers serve as teachers and each individual is empowered to be responsible for his or her own learning.
DO it the Toyota Way…..
Toyota Culture and Management Philosophy
The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes TPS, also
known as lean manufacturing. TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. The Toyota Way consists of the foundational principles of the Toyota culture,
which allows the TPS to function so effectively. |
The Main Ideas of the Toyota Way
- To base management decisions on a "philosophical sense of purpose"
- To think long term
- To have a process for solving problems
- To add value to the organization by developing its people
- To recognize that continuously solving root problems drives organizational learning
14 principles of the Toyota Way
I. Having a long-term philosophy that drives a long-term approach to building a learning organization
1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals
II. The right process will produce the right results
2. Create a continuous process flow to bring problems to the surface 3. Use "pull" systems to avoid overproduction 4. Level out the workload (
Work like the tortoise, not the hare) 5. Build a culture of stopping to fix problems, to get quality right the first time
6. Standardized tasks and processes are the foundation for continuous improvement and employee empowerment 7. Use visual control so no problems are hidden
8. Use only reliable, thoroughly tested technology that serves your people and processes
III. Add value to the organization by developing its people and partners
9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others 10. Develop exceptional people and teams who follow your company's philosophy
11. Respect your extended network of partners and suppliers by challenging them and helping them improve
IV. Continuously solving root problems to drive organizational learning
12. Go and see for yourself to thoroughly understand the situation . 13. Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.
14. Become a learning organization through relentless reflection and continuous improvement.
Conclusion Organizations can establish structures and processes that cultivate continuous learning. For example,
management can support a climate where feedback is freely exchanged. Employees have a clear, shared vision of the organization's goals and values. Organization members get time to inquire and reflect about what
they are doing and why. The challenge facing managers today is to make the effort needed to learn some of the new skill and
techniques, and to put in processes that engage their workforce in programmes of continuous capability development. Learning should be integrated into the doing, as part and parcel of everyday work. It should
also be energising, stimulating and fun. Getting the best out of everybody, including oneself to meet the challenges ahead. References
Prasad L.M. (2001) Organisational Behaviour, Sultanchand & Sons Educational Publishers, New Delhi. Stephen R Covey, The Seven Habits of Highly Effective People, Symen and Schuster
Ltd.West Garden Place , London. Nancy Dixon(1994), The Organizational Learning Cycle, McGraw-Hill. Bob Garratt (1994)., The Learning Organisation, , Harper-Collins.
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