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Learning Org

The document discusses learning organizations and organizational learning. It defines a learning organization as an organization that continually expands its capacity to achieve desired results through nurturing new thinking patterns and collective aspirations. Organizational learning refers to improving actions through better knowledge and understanding. The key aspects that make an organization a learning one are systems thinking, personal mastery, questioning mental models, developing a shared vision, and facilitating team learning.

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Muhammad Rizwan
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50 views

Learning Org

The document discusses learning organizations and organizational learning. It defines a learning organization as an organization that continually expands its capacity to achieve desired results through nurturing new thinking patterns and collective aspirations. Organizational learning refers to improving actions through better knowledge and understanding. The key aspects that make an organization a learning one are systems thinking, personal mastery, questioning mental models, developing a shared vision, and facilitating team learning.

Uploaded by

Muhammad Rizwan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Learning Organizations

A Learning Organization Is...

• Where people continually expand their capacity to create the results they truly
desire
• Where new patterns of thinking are nurtured
• Where collective aspiration is set free
• Where people are continually learning to see the whole together
• “When you ask people about what it is like being part of a great team, what is
most striking is the meaningfulness of the experience. People talk about being
part of something larger than themselves, of being connected, of being
generative.”
(Senge 1990: 13)
• The learning organization and organizational learning are
slightly different in that the learning organization is the process
to change and organizational learning is having the process and
strategies and implementing change throughout an
organization. Simply put, one is the plan, the other is the
action.
Learning Organization VS
Organization Learning
• The learning organization is • Organizational Learning is
classified as “organizational defined as “the process of
learning that is the improving actions through
‘activity and the process by better knowledge and
which organizations understanding” (Fiol, 1985).
eventually reach the ideal of a • In other words, the "learning
learning organization’” (Smith organization is a firm that
2001). purposefully constructs
• It is the process of learning structures and strategies, to
about what organizations do enhance and maximize”
now, what they need to work (12manage.com, 2008) the
on or change in order to be learning in an organization.
more competitive or create a
monopoly, what they are
doing right, who the people
are that work there and with
their competitors, and what
they are like as individuals.
Systems Thinking

interdependency and change


focus on whole not individual parts
long-term goals vs. short-term benefits
better appreciation of systems leads to
more appropriate action
Personal Mastery
organizations learn only through
individuals who learn
never “arrive”; in continual learning
mode
strive to clarify and deepen personal
vision
deeply aware of growth areas and
tension between vision and reality
Mental Models

deeply ingrained assumptions and


generalizations
honest and critical scrutiny of entrenched
mental models
transcend mental models in order for change
to take place
Shared Vision

A genuine vision leads to people wanting to excel and learn


Leaders must translate personal visions into shared visions
Unearthing shared ‘pictures of the future’ that foster genuine
commitment rather than compliance
Leaders learn the counter-productiveness of trying to dictate a vision,
no matter how heartfelt.
(Senge 1990: 9)
Team Learning

 Team learning starts with ‘dialogue’= the capacity of members of a team


to suspend assumptions and enter genuine ‘thinking together’
 Allows the group to discover insights not attainable individually
 Shows group how to recognize the patterns of interaction that undermine
learning
(Senge 1990: 10)

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