Organizational learning
-Organizational learning is an area of
knowledge within organizational theory that
studies models and theories about the way an
organization learns and adapts.
-learning is a characteristic of an adaptive
organization.
“A process of detecting and correcting error”
(Argyris,1977)
Learning
Learning is acquiring new knowledge,
behaviors, skills, values, preferences or
understanding, and may involve synthesizing
different types of information.
The ability to learn is possessed by humans,
animals and some machines.
Organizational learning Models-
Argyris and Schön were the first to propose models
that facilitate organizational learning; others have
followed in the tradition of their work:
1. Argyris & Schon (1978) distinguished between
single-loop and double-loop learning, related
to Gregory Bateson's concepts of first and second
order learning.
In single-loop learning, individuals, groups, or
organizations modify their actions according to the
difference between expected and obtained outcomes.
Double loop learning is the learning about single-
loop earning.
Single-loop learning is undertaken in line
with explicit practices, policies and norms of
behaviour. Learning involves detecting and
correcting deviations and variances from
these standards.
Double-loop learning involves reflection on
the appropriateness of underlying practices,
policies and norms. This approach addresses
the basic aspects of an organisation, such
that the same things are not done in
response to changing contexts.
Triple-loop learning represents the highest
form of organizational self-examination. It
involves questioning the entire rationale of
an organisation, and can lead to radical
transformations in internal structure, culture
and practices, as well as in the external
context.
Continue…….
2. Kim (1993) He analyzes all the possible breakdowns in the
information flows in the model, leading to failures in
organizational learning;
3. Nonaka & Takeuchi (1995) developed a four stage spiral
model of organizational learning.
Externalization- The tacit knowledge of key personnel
within the organization can be made explicit.
Tacit knowledge is personal, context specific, subjective
knowledge.
Explicit knowledge is codified, systematic, formal, and easy
to communicate.
Continue…..
Socialization-to denote the sharing of tacit knowledge.
Internalization-The reverse process (from explicit to implicit).
Combination- to denote the dissemination of codified knowledge.
According to this model, knowledge creation and organizational learning
take a path of socialization, externalization, combination, internalization,
socialization, externalization, combination . . . etc. in an infinite spiral.
Continue……..
Common (2004) discusses the concept of
organizational learning in a political environment to
improve public policy-making.
The author details the initial uncontroversial reception
of organizational learning in the public sector and the
development of the concept with the learning
organization.
The Creation of a Learning
Culture
Organizations must assess the applicability of organizational learning
towards their corporate structure.
Organizations must self-reflect and ask themselves why they wish to learn.
Senior management must explain the organizational and personal benefits
of learning to organizational members.
A redefinition of organizational culture may have to occur towards one of
sustainable collective cognitive development.
Action learning
Action learning is a process where the participant studies their
own actions and experience in order to improve performance.
This concept is close to learning-by-doing and teaching through examples
and repetitions.
According to Confucius-
i hear and i forget ; i see and i remember ; i do and i understand.
Collaborative learning
Collaborative learning is a situation in which two or more people learn
or attempt to learn something together. More specifically, collaborative
learning is based on the model that knowledge can be created within a
population where members actively interact by sharing experiences and
take on asymmetry roles.
learning community
A learning community is a group of people who
share common values and beliefs, are actively
engaged in learning together from each other.
our key factors that defined a sense of community:
(1) membership,
(2) influence,
(3) fulfillment of individuals needs and
(4) shared events and emotional connections.
learning organization
A learning organization is the term given to a
company that facilitates the learning of its
members and continuously transforms itself.
A learning organization has five main features;
systems thinking,
personal mastery,
Systems Personal
Thinking Mastery
mental models,
Team Mental
Learning Models
shared vision
Shared
Vision
team learning.
Systems thinking
Learning organizations use this method of
thinking when assessing their company and
have information systems that measure the
performance of the organization as a whole
and of its various components.
Systems thinking states that. all the
characteristics must be apparent at once in
an organization for it to be a learning
organization. If some of these characteristics
is missing then the organization will fall short
of its goal.
Personal mastery
The commitment by an individual to the process of
learning is known as personal mastery.
Here is a competitive advantage for an organisation
whose workforce can learn quicker than the
workforce of other organizations.
Individual learning is acquired through staff training
and development, however learning cannot be
forced upon an individual who is not receptive to
learning.
Mental models
The assumptions held by individuals and
organizations are called mental models.
In creating a learning environment it is
important to replace confrontational attitudes
with an open culture that promotes inquiry
and trust. To achieve this, the learning
organization needs mechanisms for locating
and assessing organizational theories of action.
Unwanted values need to be discarded in a
process called ‘unlearning’. Wang and
Ahmed refer to this as ‘triple loop learning.
Shared vision
The development of a shared vision is important in
motivating the staff to learn, as it creates a common
identity that provides focus and energy for learning.
Team learning
The accumulation of individual learning
constitutes Team learning.
The benefit of team or shared learning is that staff
grow more quickly and the problem solving capacity
of the organization is improved through better access
to knowledge and expertise therefore team members
must develop open communication, shared meaning,
and shared understanding.
Learning organizations typically have excellent
knowledge management structures, allowing
creation, acquisition, dissemination, and
implementation of this knowledge in the
organisation.
Benefits
The main benefits are-
Maintaining levels of innovation and remaining
competitive
Being better placed to respond to external pressures
Having the knowledge to better link resources to
customer needs
Improving quality of outputs at all levels
Improving corporate image by becoming more
people oriented
Increasing the pace of change within the
organization
Barriers
In some organizations a lack of a learning culture can
be a barrier to learning.
An environment must be created where individuals can
share learning without it being devalued and ignored,
so more people can benefit from their knowledge and
the individuals becomes empowered.
Organizational size may become the barrier to internal
knowledge sharing. When the number of employees
exceeds 150, internal knowledge sharing dramatically
decreases because of higher complexity in the formal
organizational structure, weaker inter-employee
relationships, lower trust, reduced connective efficacy,
and less effective communication .
Knowledge management
Knowledge management includes knowledge generation, the formalization
of knowledge, storage of knowledge, diffusion of knowledge and the co-
ordination and control of knowledge.
Knowledge generation
Knowledge Knowledge Knowledge
or Knowledge storage
formalisation transferability dif usion
absorption
Organizational learning is dependent upon
knowledge management.
The subsections of knowledge management are
prerequisite if organizational learning is to occur.
Organizational learning looks at the absorption of
knowledge from outside the firm and its diffusion
inside the firm.
Knowledge acquired from a competitor-partner is
valuable only after it is diffused through the firm
and applied to commercial ends. It is therefore
necessary that firms develop the ability to
assimilate knowledge and learn from its partners.
This is dependent upon the firm’s absorptive
capacity i.e. the firm’s ability to learn.
THANK YOU
