Organizational Learning (OL)
The Basic Idea of OL
When you are part of any ORG today you are obliged to collaborate with others. "Teaming" is all-important - firstly within your team, then how it connects with other teams. Often there is a network linking many individuals and hence their teams and ORGs.
Working, teaming involves both "organizing to execute" and "organizing for learning" (Edmondson, 2013). Continuous improvement (i.e. org. learning) is necessary in a world of fierce competition and always new challenges.
Organizational Learning occurs when
(i) some members find a better way to do something that the org. needs and when
(ii) that improvement is adopted - as part of "the way we do it here". It might be copied from another team, or your own idea - no matter.
Teaming includes learning and it's an on-going process. Improvements can always be improved, modified with further experience.
Some learning is solitary (important to that individual); some is shared and may become influential as the start of organizational learning and innovation.
A "Learning Organization" is
"an organization that is continually expanding its capacity to create its future." Senge: The Fifth Discipline, p.14
The Five Disciplines needed for a
from The Fifth Discipline by Peter Senge
Summarized (with apologies) by ORGmuze
Better ORGs begin with better individuals.
Individuals learn. Identify a personal vision. See reality. Use creative tension from gap b/n vision & reality. Tell the truth. Replace blaming with compassion.
Compare Covey Habits of Effective People. Leader In Me.
What do we deeply desire? Linking this to an Org's collective vision can release great energy and commitment to learning in work together.
Unexamined (and unstated) assumptions powerfully shape what we see, choose and do. We must learn to see and correct these barriers to effective interpersonal communication ("learning disabilities").
Practicing dialogue (W. Isaacs) as well as discussion. Listening to understand the other, not just to prepare your counter position. Overcoming defensive routines.
Learning to see how systems (that we enact) shape results in unexpected ways. Feedback and critical delays in feedback. Unintended consequences. Balancing Loops & Reinforcing Loops. Limits to Growth, Shifting the Burden, etc.. The fallacies in simple cause & effect analysis. The Big Picture. The culmination of individual contributions, through groups, networks, organizations.
Edmondson, Amy C. (2013). Teaming: How organizations learn, innovate, and compete in the knowledge economy. SF, CA: Jossey Bass.
Isaacs, W. (1999). Dialogue and the Art of Thinking Together. NYC: Doubleday.
Senge, Peter M. (1990). The Fifth Discipline: The Art & Practice of The Learning Organization. New York: Doubleday.
Senge, P. M., Roberts, C., Ross, R., Smith, B., & Kleiner, A. (1994).
The Fifth Discipline FIELDBOOK. New York, NY: Doubleday.
Sugarman, B. (2000) A Learning-Based Approach to Change Leadership. IBM Center for the Business of Government.