Introducing Organizational Learning What is Organizational Learning Learning is the way we create new knowledge and improve ourselves. Although there is ample debate regarding the mechanisms and scope of learning, in its simplest form this is no different for organizations. As one can see organizational learning is based on applying knowledge for a purpose and learning from the process and from the outcome.
Learning Organization Learning Organization A learning organization is one where all members of an organization are continually involved in the learning process and that learning and working are seamlessly intertwined. The Art and Practice of the Learning Organization.
Through learning we re-create ourselves. Through learning we become able to do something we never were able to do. Through learning we repercieve the world and our relationship to it.
Through learning we extend our capacity to create, to be part of the generative process of life. There is within each of us a deep hunger for this type of learning. But individual learning, even coutinuous learning throughout a person's career, is not the same as organizational learning.
Simply summing individual learning is inadequate to model organizational learning. The following definition outlines the essential difference between the two: A learning organization actively creates, captures, transfers, and mobilizes knowledge to enable it to adapt to a changing environment.
Thus, the key aspect of organizational learning is the interaction that takes place among individuals. A learning organization does not rely on passive or ad hoc process in the hope that organizational learning will take place through serendipity or as a by-product of normal work.
A learning organization actively promotes, facilitates, and rewards collective learning. There are many methods for capturing knowledge and experience, such as publications, activity reports, lessons learned, interviews, and presentations. Capturing also includes storage in repositories, databases, or libraries to insure that the knowledge will be available when and as needed.
Transferring knowledge requires that it be accessible to everyone when and where they need it. In a digital world, this involves browser-activated search engines to find what one is looking for.
A way to retrieve content is also needed, which requires a communication and network infrastructure. Tacit knowledge may be shared through communities of practice or consulting experts. It is also important that knowledge is presented in a way that users can understand it. It must suit the needs of the user to be accepted and internalized.
Mobilizing knowledge involves integrating and using relevant knowledge from many, often diverse, sources to solve a problem or address an issue. Integration requires interoperability standards among various repositories. Using knowledge may be through simple reuse of existing solutions that have worked previously.
It may also come through adapting old solutions to new problems. Conversely, a learning organization learns from mistakes or recognizes when old solutions no longer apply.
Use may also be through synthesis; that is creating a broader meaning or a deeper level of understanding. Clearly, the more rapidly knowledge can be mobilized and used, the more competitive an organization.First, leaders must champion organizational learning.
They need to demonstrate their commitment by setting a vision and goals for learning connected to furthering the mission. Helping organizations achieve excellence for over 20 years. The Organizational Learning Center has over 20 years of hands-on experience helping companies in the US and overseas plan and implement changes that concurrently improve both bottom-line performance and the quality of working life.
Organizational learning is a dynamic reciprocity between learning processes at individual and group level, and a process of modifying the norms and values embedded in organizational . Learning in organizations. In recent years there has been a lot of talk of ‘organizational learning’.
Here we explore the theory and practice of such learning via pages in the encyclopaedia of informal education. First, leaders must champion organizational learning. They need to demonstrate their commitment by setting a vision and goals for learning connected to furthering the mission.
And they must act as role models by participating in learning activities. Second, leaders need to foster a culture of continuous improvement that values organizational learning. The Meaning of Organizational Learning: A Meta-Paradigm Perspective Irina V. Popova-Nowak 1 and Maria Cseh Abstract This conceptual article focuses on organizational learning (OL), which is broadly defined as a learning process within organizations that involves the interaction of.