"Organizational research over the past two decades has revealed three broad factors that are essential for organizational learning and adaptability: a supportive learning environment, concrete learning processes and practices, and leadership behavior that provides reinforcement. We refer to these as the building blocks of the learning organization. Each block and its discrete subcomponents, though vital to the whole, are independent and can be measured separately. This degree of granular analysis has not been previously available" This quotation was taken from the article "Is Yours a Learning Organization" available at http://hbr.org/2008/03/is-yours-a-learning-organization/ar/1.
This suggests that there must be some level of synergy between the three factors identified. Does this mean that the organization lacking one of the elements identified cannot be a learning organization? Are these the only factors that are essential to learning and adaptability? What about cultural factors, issues such as globalization? Post your views on the requirements for a learning organization and reflect on your own organization and any characteristics which contribute to it being a learning organization.
According to this quotation, there must be some level of synergy between the a supportive learning environment, concrete learning processes and practices and leadership behaviour that provides reinforcement, for an organization to be considered a “Learning Organisation”.
ReplyDeleteI do believe however that there are other factors involved as I work in an environment that encourages learning and development. Thomas Garavan (1997) stated that a “learning organisation is a direction for a journey”.
He stated that learning organisations are skilled at 5 critical activities:
1) Systematic problem solving
2) Experimentation with new approaches
3) Learning from their experiences and past history
4) Learning from the experiences and best practices of others
5) Transferring knowledge quickly and efficiently throughout the organisation.
As such, at my organization, learning is achieved by utilizing the three basic theories of learning :-
• The behaviourist or stimulus approach , where good performance is rewarded.
• The cognitive approach, where employees are actually involved in the
development of goals.
• The social learning approach, where employees learn from mentors or coaches
Getting to this threshold requires leadership which can have an impact on organizational culture as well as individual attitude. Without these components, employers can try to promote a learning culture but are unsure to reap the rewards. Employees must want to achieve change status to.
According to Garavan a learning organization is a direction for a journey. Peter Senge states that a learning organizations is an organization 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.
ReplyDeleteLearning occurs through the employees’ interacting with systems and processes in the organization. In the article “Is Yours a Learning Organization” stated that research has itemized three broad factors that are essential for organization learning and adaptability: supportive learning environment; concrete learning processes and practices; and leadership behavior that provides reinforcement.
I agree that the three broad factors above support each other in order for a learning organization to progress but it is not limited to. For an organization to be a learning organization it must have a supportive learning environment that initiates innovation, allows room for mistakes and improvement and shows appreciation for diversity in addition to keeping up with new trends, technology and globalization.
Globalization is another factor to be considered in a learning organization as it sets international standards and affects competition. A learning organization must also share knowledge among individuals, groups or the organization and it can be shared laterally and/or vertically once it is clearly defined and systematic. In addition, having leadership that promotes interactive dialogue where the employees’ voices and suggestions are heard and are acted upon makes employees feel encouraged and appreciated, thereby, increasing morale and job ownership. Dialogue is a key strategy in the learning organization which is supported by the organization’s culture in which people work together to nurture and sustain a knowledge creating system. Again, culture is another factor that contributes to the learning organization.
The University of Trinidad and Tobago has not reach the level of a learning organization as it is relatively a new developing university and can be suggested as being an institution of organizational learning. It is gradually moving away from being single loop learning to double loop learning where they are using systemic thinking, personal mastery, shared vision, team learning and mental models (5 disciplines, Senge 1990).
Devika Bharath
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ReplyDeleteWith the advent of a strategic approach to human resource development (SHRD) there has been a concentration on the importance of learning in organizations. Mayo and Lank (1994) noted that SHRD is “based on the supposition that learning must be treated by organizational policy makers as a deliberate business process rather than an ‘accident’.” As a result, the concept of a learning organization was developed to describe organizations that have incorporated learning into its business processes at all levels- organizational, team and individual, in order to achieve a sustainable competitive advantage. Moreover, it facilitates and promotes acceptance of continuous change in an ever-changing global competitive environment where businesses are faced with challenges such as cultural diversity along with fast-paced technological advancements.
ReplyDeleteThe capacity perspective advanced by Dibella and Nevis (1998) argued that organizational learning is unique to each organization and is affected by its respective structure and culture. This is in keeping with the position proposed in the quotation that the building blocks of a learning organization include: “a supportive learning environment, concrete learning processes and practices and leadership behavior that provides reinforcement.”
Peter Senge’s (1990) theory of five (5) disciplines- shared vision, mental models, personal mastery, team building and systems thinking is also applicable. These components all must act together to mold the work environment and culture that foster learning. An important tenet in gaining employee support for new organizational processes is management support and involvement. Rather than dictating orders, leaders/ managers that support and are even involved in learning leads to buy-in and commitment. Furthermore, it ensures that resources, practices and procedures are directed to support a learning culture and environment. Therefore, I agree that the three (3) components mentioned in the quote need to be present and operate in synergy for organization learning.
It is good to know that a local organization like Sherry’s has been able to emulate characteristics of a learning organization. However, looking at the public sector, the concept of a learning organization sounds idealistic and even unachievable. I am employed in the Ministry and this is totally absent.
I note that all of you seem to be indicating that your organizations cannot be considered learning organisations according to Senge's definition. Remember that sometimes we are presented with the ideal. Look at specific characteristics. See whether you can't find some good practices that may be aligned with a learning organisations and identify the challenges or gaps. You may find that while you would not totally classify your organisation as a learning organisation there are some elements that may be worth considering. There may be instances of systems in place but no follow through, for example.
ReplyDeleteThe people in an organisation have the capacity to learn and to transfer that knowledge to their organisation. A learning organisation (LO)promotes and facilitates this process by proving systems and a framework in which theses would occur. The questions are 'are employees necessary to be a learning organisation? Or is it management initiatives only.
ReplyDeleteSenge (1990) identified five disciplines on the necessary to move to a 'learning organisation' :personal mastery, building a shared vision, mental modes, team learning and systems thinking.
The drive for personal enhancement and "to be all that you can be" is a strong motivator and this is transferred naturally to the arena where generally people are making their greatest contribution to society- their workplace. Irregardless of the systems implemented by the organisation this natural drive would push some people in the organisation to learn. A normal distribution bell curve indicates this should be. Given that the three factors in the quotation organisationally exists, what proportion of the employees undergoing and experiencing learning is required as the threshold level to be in the category of LO? What percentage of employees must be on the bus for the organisation to be labelled as a LO?
In my governmental directed organisation, the manner in which work is performed and the processes to encourage learning has been relatively constant- including the rewards for exhibiting such behaviour. There is rapid even evolutionary change followed by long tern fixed procedures. Senge's(1990, Personal Mastery identifies the real reward as being the journey and that the Vision is a 'vocation rather than an idea'. The opportunity to be labelled a LO is only during the period where the rapid change is occurring.
S. Ramgoolam
The "building blocks" of a Learning Organization, according to this quotation, include a supportive learning environment, concrete learning processes and practices, and leadership behavior that provides reinforcement. While all may be necessary to have an effective and efficient learning organization, individually each provides some measure that make it a learning organization nonetheless. In addition, according to Peter Senge (1990), a learning organization consists of five characteristics: systems thinking - measuring the organization's performance through its information systems; personal mastery - individual learning through staff training and development, mental models - an assumption of something works; shared vision - working together to achieve the one goal across all levels of the organization and team learning - sharing experiences, knowledge and best practices.
ReplyDeleteThrough my experiences working at one of the largest retailers in the United States - The Home Depot Inc., it can definitely be classified as a learning organization. As a supportive learning environment, there is no limit to what you can learn internally or externally. The organization supports tertiary education through financial support where the degree of study relates to the organizational business. Internally, training is spread across each individual departments, stores, districts, regions and at the corporate levels. The learning processes and practices are followed through best practices, standard operating procedures and other training guides. The organization's leadership behavior revolves around continuous improvement. As the organization seeks to develop each individual associate, it motivates its employees to develop their careers and plan for succession by providing growth opportunities through its training and development at every level. It's performance and development plan identifies what is needed for the individual to get to the next level and provides the tools and resources necessary to help that individual become successful.
On the other hand, locally, while being part of one of the largest conglomerate companies in the Caribbean - Ansa McAl - Standard Distributors Limited does not possess all of the characteristics of a learning organization. While some of the group's companies have accomplished the three building blocks of the learning organization, Standard Distributors Limited has some of Senge's characteristics of the learning organization which includes: personal mastery, shared vision and team learning. Although it may not have concrete processes and practices, through its leadership behavior that provides reinforcement it will continue to develop those processes. After a recently concluded trip stemming from a Group Executive's decision to merge the synergies with one of the groups subsidiary companies in the US, my team sought to identify the best practices and Standard Operating Procedures from that company that can be applied to our organization. This is all relates that although the two companies are completely different entities and business models, they possess a shared vision - the success of each organization directly impacts the success of the Ansa McAL Group and as a team each individual in their respective roles can learn from each other to become successful by sharing their knowledge experience and best practices.
Learning Organisation
ReplyDeleteA learning organization according to Peter Senge (1990) can be defined as an institution that is skilled at creating, acquiring and transferring knowledge and modifying its behavior to reflect new insights. The fundamental building blocks are Self Mastery, Mental Models, Shared Visions , Team Learning and Systems Thinking.
The article proposes that there are three essential elements for organizational learning and adaptability. They are as follows:
A supportive learning environment
Concrete learning processes and practices
Leadership behavior that provides re-enforcement.
All these elements currently exist within my organization, however there are various gaps that serve to hinder the effective establishment of a true learning organization. This is evident, by the fact that not all members of staff fully grasp the vision and core values. The present hierarchical structure and military culture contributes to this issue. Strategic alignment of Values and achieving the Shared Vision is a critical success factor. The Top down approach is applied and because military is built on traditions it is more difficult to transfer knowledge and modify behaviours to reflect new insights. Factors such as flexibility and staff involvement are at a minimum due to the autocratic approach and as such impacts negatively.
Systems Thinking is required as generally there is the more “Silo” and linear cause and effect approach applied to problem solving and this impedes the success of an learning organization. Another major gap is in the area of coaching, mentoring. Significant bureaucratic procedures and structures within various units limit creativity and innovation, which are key success factors for a learning organization. Real empowerment must be encouraged and a review of the current Performance Management System supported by an effective Performance Appraisal will seek to address major issues. Therefore in my opinion an organization must possess all three elements and they must also be interrelated as to form the basis for the achievement of the desired results.
I agree that these three factors are essential, however these are not all that is required for the continuous learning and adaptability of the organization as the learning must also be more focused future improvement of work processes and the enhancement of services. The leadership is also require to take steps that may not be conventional, but become more intuitive and creative. The organization must be committed to building Human Capital, core competencies and innovation. Technological expertise and information will play a pivotal role in creating that competitive advantage.
Andre Moore
It is interesting how you can identify the real gaps which hinder the further development of a Learning Organization within your institution. Further, I totally agree with bureaucracy and how it may cause traditionalism and a static culture within the organization and thus like in my organization prevent it from becoming a Learning Organization
DeleteExcellent application to your organization Andre. I particularly like that you have clearly identified the gaps and what you see as some of the issues that can address these gaps. You are also spot on with the requirements of leadership. A learning organization must not only "talk the walk" as they say.
ReplyDeleteThe foundation of a Learning Organization, as stated by the article is based on three characteristics. (a supportive learning environment, concrete learning processes and practices, and leadership behavior that provides reinforcement.) Additionally Garvin (2000: 9) recently observed that a clear definition of the learning organization has proved to be elusive.
ReplyDeleteIt is clear that within an ideal situation, all the components of the learning organization may exists, but in most organizations, especially within the developing world, the learning organization more than likely is a goal which we are aspiring to.
In my organization (Hall of Justice), the only element of the learning organization can be applicable, is a supportive learning organization. The environment within my unit is definitely a learning environment, mainly because the sub-culture is about researching which I think enforces the learning process. However, this component is only unique to my unit and cannot be observed as part of the whole organization.
One of the main issues, I think as it relates to the various Ministries in the Public Sector, is that the drive for competition, ongoing innovation and the critical analysis of existing and predated processes and practices, does not exist. Hence, one would find that the learning organization may not exist in the public sector especially in the Hall of Justice, without a change of culture and deeper analysis of the existing components of the Ministries, to aid in the development of a Learning Organization
Good points made Terri. You have raised the issue of the lack of flexibility in a bureaucratic organization, which is an important consideration when looking at the capacity to be a learning organization. You then need to look at issues of transformation and organizational policy. How do these impact and what recommendations can be made.
ReplyDeleteThe learning organisation is an ideal, “towards which organizations have to evolve in order to be able to respond to the various pressures they face,” Finger and Brand (1999).
ReplyDeleteThe question, is your organisation a learning organisation? My answer is yes, the Trinidad and Tobago Fire Service (TTFS) is a learning organisation.
A learning organisation seeks to build capacity and harness experience for the good of the organisation. It is characterized by recognition that individual and collective learning are key.
The building of the individual competence of a firefighter through coaching and mentoring begins during ‘induction training’ where the trainee is introduced to the ‘life’ of a firefighter and the know-how required for carrying out assigned tasks.
Upon completion of the period of induction training the probationer is assigned to the line manager who further builds on the basics received in a supportive environment. Line Managers together with senior firefighters create that supportive environment by ensuring the probationer realizes his/her full potential in a safe learning environment where mistakes are used as opportunities for learning.
The now competent probationer works in a team on an appliance in response to incidents where his/her experience is harnessed when used effectively for the good or the existence of the organisation.
Another area demonstrating the harnessing of the individual competency of a firefighter is facilitation of the impartation of his/her experiential attainment through one-on-one or one too many coaching sessions, for example the impartation of a new skill.
The United States’ National Fire Protection Association (NFPA) 1561 is the Standard on Emergency Services Incident Management System. Due to globalization the Trinidad and Tobago Fire Service where it has not adopted ‘the code’ however has adopted the principle of implementing throughout the organisation the concept of Incident Management System in response to all incidents.
The implementation of this ‘system’ requires learning at the whole organisational level, which is ongoing and further strengthens the point that the TTFS is a learning organisation.
In conclusion, recruit training together with reactive training ensures the survival and development of the TTFS.
Denis Jones
At my organization (Ministry of National Diversity and Social Integration) there are two (2) of the elements present to constitute a learning organisation ,namely a supportive learning environment
ReplyDeleteand leadership behavior that provides re-enforcement. However, these element are not present due to concrete learning processes and practices instituted by management, instead these elements appear to be present due to the nature of the ministry and the developmental stage of the ministry. The term diversity indicates differences and learning is inherent in the commitment to embrace differences. Additionally, this Ministry is a new ministry, thus, against the background of novelty and limited financial and human resources staff members work across roles, and as such a great degree of learning takes place.
Based on the theory and observation I was directed to conclude my organisation is an organisation where a grate amount of learning takes place and not necessarily learning organisation. As the learning that takes is not a result form a strategic and conscious decision taken by management.
Melissa Judy Williams
While I agree to a large extent that the three factors identified are essential to a learning organization, I don’t believe that they are the only criteria. In the introduction, the article identified these factors as essential for organizational learning and adaptability. I think it would be beneficial to distinguish between “Organizational learning” and a “Learning Organization”.
ReplyDelete“Organizational learning” refers to a variety of processes, tools and techniques of learning, implemented by HR professionals, with the target of providing employees with sufficient skills and information, enabling them to reach the overall organizational targets. It is mostly specific rather than generic and it is usually a goal-oriented, time-framed learning, while it can be repeated when new needs or problems arise.
On the other hand, a learning organization is much more than that. Organizational learning is embedded in the culture of a “learning organization” and it is continuous, supportive, interactive, while it also involves knowledge management tools and techniques. Its most important task is the enabling of employees to create, share and properly use knowledge, by creating a culture that supports life-long learning, up skilling, knowledge transfer and information exchange. A learning organization supports the interaction amongst individuals and, thus, actively creates, transfers and mobilizes knowledge, in order to prepare the employees adapt to a changing environment. This view is in line with Andre’s discussion, where he highlighted that although the three factors are present in his organization, the culture is not a creative one nor does it support life-long learning.
In my organization as well, while the three factors are present, I don’t believe that we are at a stage of being a “Learning organization”. In one area of the Bank in particular, the processing support unit, it has been recently determined that there are a lot of room for improvement in its processes and efficiencies. There have been very little changes or modifications to the processes that were implemented quite a number of years ago. While these processes were deemed as highly efficient and meeting first class standards….that was almost five years ago. In an uncertain and changing economic climate, and with the increasing importance of new information and communication technologies making information rapidly obsolete, more creativity must be promoted. Sadly though, quite often you here the expression “that’s the way it has always been”, whenever a process is challenged. Until that level of creativity is evident and there is sharing and properly use of knowledge, a culture that supports life-long learning, up skilling, knowledge transfer and information exchange, then I believe that my organization will transition from “organizational learning” to a “learning organization”. We are getting there though.
Marise Didier: Is Yours A Learning Organization
ReplyDeleteIn today’s competitive environment, many organizations are faced with the challenge of managing, developing and sustaining their human resource while achieving flexibility and competitive advantage. In today’s business world, to achieve such an organization, companies attempt to foster a culture of learning and brand their organizations as learning organizations.
Companies that facilitate the learning of its members, have the ability to transform themselves easily and become flexible, and are sensitive to customers’ needs and maintain or propel its position in the market environment are termed learning organizations. Peter Senge (1990) describes learning organizations as 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. This articulates a vision for creating a type of organization, according to Senge (1990), where people continually expand their capacity to create 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 how to learn together.
According to the article: Is Yours a Learning Organization, it is stipulated that leaders may think that getting their organizations to learn is only a matter of articulating a clear vision, giving employees the right incentives, and providing lots of training. However, Senge speculates that the basic rationale for such organizations is that in situations of rapid change only those that are flexible, adaptive and reproductive will excel. Furthermore, organizations that are continually expanding their capacity to create their future require a fundamental shift of mind among their members.
The article continues to define three building blocks for learning: a supportive learning environment, concrete learning processes and practices, and leadership behavior that provide reinforcement. Senge (1990), describes 5 main features of the learning org: systems thinking, personal mastery, mental models, shared vision and team learning. I believe that these fundamentals can function independently and within a holistic approach. At my institution, we facilitate learning as a teaching hospital facilitating generas of medical interns and those affiliated with the medical profession. However, this learning or systems learning isn’t applied throughout the organization in a holistic, competitive or transformational approach. Therefore, we can say that it is a learning organization applying some of the fundamentals through advances in technology, coaching, a supportive learning environment, concrete learning processes and practices of its medical students. However, it is ignorant of some core fundamentals such as team learning, personal mastery, articulating a shared vision and developing leadership behavior to the org’s human resources.
I believe that organizations must acknowledge these concepts whether they are for profit or non-profit as it provides for a more interconnected way of thinking. As such, I support Sherrie’s system and evident articulation of their vision in positioning themselves distinctly as a learning organization - according to the article, an organization made up of employees skilled at creating, acquiring, and transferring knowledge, with results in intensifying competition, advances in technology and flexibility in customer preferences.
Anonymous -
ReplyDeleteIs my organization a "learning organisation" ?
Definition
"A Learning Organisation is one in which people at all levels, individuals and collectively, are continually increasing their capacity to produce results they really care about."
(Peter Senge 1990) states that a learning organizations is an organization 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.
The company's 2010-2015 Strategic Plan mandates that we at (TVITT) play a pivotal role in the growth and development of new technologies and innovation that will drive national competitiveness in the industrial sector in Trinidad and Tobago. In creating national competitive advantage, strategic partnerships with the Government of the Republic of Trinidad and Tobago (G.O.R.T.T.) and industry for growth and prosperity were and are being formed to ensure that the mandate is achieved.
A major part of achieving the sucess in building the foundation to a better future, is through the training and development of not only the populace of Trinidad and Tobago but also its internal workforce.
This is where I see the gaps exist.
This "learning and development" drive needs to be channeled across the entire workforce including both technical and non-technical staff. There is a need to "marry" the two spectrums in terms of creating opportunities for all of its workforce. It is understandable that high strategic focus is being placed on the instructing staff to ensure that they are qualified and "developed" to teach and impart knowledge to the students, but in order to prepare our employees to adquately adapt to the changing environment, the organisation needs to support the creativity of all employees regardless of their "learned" paths.
Are we at TVITT a learning organisation? I think so.
Are there room for improvements? Yes, there is a big gap that screams the need improvement.
Are there limitations in achieving this sucess? Yes! The culture of the organisation needs to be changed and re-cultured to reflect the emergent strategic goal of the organisation. There is a mismatch of private and public sector, old and new culture that has stunted the growth of the organisation.
- Fayola D