| Developing an organization that is capable of learning | | | | As a reader considers adapting a learning organization |
| translates into an organization capable of changing and | | | | philosophy, consider important characteristics such as |
| understanding changing strategy. In today's global | | | | systematic problem solving and objectively versus |
| economy, anything short of adaptability will likely | | | | subjectively founded solutions, experimentation of new |
| equate to failure. Garvin (1993) states, "A learning | | | | technology, use past experience to guide you, and use |
| organization is an organization skilled at creating, | | | | the lessons learned by others versus complete |
| acquiring, and transferring knowledge, and at modifying | | | | self-reflection. A learning organization translates into an |
| it behavior to reflect new knowledge" (p. 80). One | | | | organization that is ever evolving and able to anticipate |
| should not get lost in the concept of learning though | | | | and respond to changes quickly. While individual |
| because the critical element is the adaptability of the | | | | learning is important, a learning organization must be |
| organization. | | | | able to stretch learning throughout the organization and |
| The learning organization is something that is built on | | | | not just focus on the individual. The ability to achieve |
| communication. Communication must excel both | | | | learning throughout the organization and thus affecting |
| horizontally and vertically. Managers must have the | | | | adaptability will directly influence the organizations ability |
| ability to communicate a clear vision and mission from | | | | to meet the changing demands within the market |
| the top down, but also between team members and | | | | place. To be a learning organization though, it is not |
| cross functional teams. Gone are the days that a | | | | enough for leaders to communicate a vision that says |
| leader can attempt to solve problems or acquire the | | | | they are learning organization and strive for |
| necessary knowledge or tools to adapt to the | | | | adaptability; the organization must weave this |
| changing environment. Isaacs (1993) states, "Given the | | | | philosophy into the proverbial fabric of the organization. |
| nature of global and institutional problems, thinking alone | | | | This means the organization must be a vision shared |
| at whatever level of leadership is no longer adequate. | | | | by leadership, accepted by followers, and engrained |
| The problems are too complex, the interdependencies | | | | into the culture and processes of the organization. |
| too intricate, and the consequences of isolation and | | | | Learning organizations are generally more likely to be |
| fragmentation too devastating." (p. 24). | | | | flexible, take chances and experiment. By doing so, the |
| Several vital areas must be covered in an effort to | | | | organization is more apt to develop new knowledge |
| realize what makes an organization a learning | | | | and less likely to become complacent in their current |
| organization and what it takes to translate this into a | | | | situation. This approach also has an effect on a |
| success. When an organization gains a foundational | | | | company's core competencies. |
| understanding they will be in a better position to make | | | | Consider this when considering a learning organization, |
| decisions on the future strategy of the organization. | | | | change management, and strategy, you must meet |
| With this understanding, an organization must also | | | | the customer needs and understand the importance of |
| develop an appreciation for the changing nature of | | | | utilizing the organizations human assets to meet this |
| strategy. Strategy is not a straight road that if taken | | | | demand. As firms move to globalization, technology will |
| will get you to your destination. In fact, one might say | | | | certainly be in tow and eventually a driving force as |
| that strategy is more like a busy interstate highway | | | | the organization strives to move forward and become |
| filled with road construction and exits. As the market | | | | an industry force. When doing so, change and |
| of a company evolves, change in strategy is | | | | adaptability are critical. Change and adaptability are |
| necessary or financial strains and overall organizational | | | | much easier to accomplish when the human assets of |
| difficulty will loom on the horizon. Some tips for | | | | the organization are open and accept change. |
| managing change and strategy include organizational | | | | Accomplishing acceptance to change may be done |
| readiness for changing market conditions, advancing | | | | through transactional leadership, but encouraging |
| technology, moves of competitors, the ever shifting | | | | openness requires a transformational leader that "rallies |
| buyer needs and preferences, and the emergence of | | | | the troops" through a long-term vision. It is not enough |
| new market opportunities. | | | | to offer rewards in exchange for compliance because |
| Organization decision-making is far too complex and | | | | they are merely a short-term buy-in by followers. |
| requires intelligence beyond the individual. Learning | | | | Transformational leadership is the root of true change |
| organizations will tap into the collective intelligence of | | | | and from this writer's experience, true transformational |
| teams or groups of people, utilizing the strengths of | | | | leaders develop and share a common vision of |
| many individuals to ensure they are addressing | | | | success, one that includes followers so that they too |
| problems successfully and finding creative solutions. | | | | may feel as though they are a part of something |
| Learning organizations must foster collective thinking | | | | greater than the individual. |
| and learning, but often these efforts have the reverse | | | | Reference: |
| effects. While learning is the goal, the pitfall is | | | | Garvin, D. (1993, July). Building a Learning Organization. |
| supporting learning processes that maintain the status | | | | Harvard Business Review, |
| quo. Learning organizations cannot find success | | | | 71(4), 78-91. Retrieved June 1, 2009, from Business |
| without adaptability. Organizations that fall into the | | | | Source Premierdatabase. |
| collective thinking pitfalls fall victim to groupthink and the | | | | Isaacs, W. (1993, Autumn). Taking Flight: Dialogue, |
| philosophy that "it has always been done that way." | | | | Collective Thinking, and |
| Not challenging the status quo means the organization | | | | Organizational Learning. Organizational Dynamics, 22(2), |
| will remain stagnant. One of the keys to breaking this | | | | 24-39. Retrieved |
| cycle is introducing a vision and a set of ideals so that | | | | June 1, 2009, from Business Source Premier database. |
| the learning process has direction. | | | | |