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Learning Organizations

An MBA Level analysis of the "Learning Organization", one of the most important and influential business phenomenon within the 21st Century. These are presented slides that go over the basics of developing a proper Learning Organization, to help an organization develop an innovative corporate culture.

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Michael Finley
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74 views17 pages

Learning Organizations

An MBA Level analysis of the "Learning Organization", one of the most important and influential business phenomenon within the 21st Century. These are presented slides that go over the basics of developing a proper Learning Organization, to help an organization develop an innovative corporate culture.

Uploaded by

Michael Finley
Copyright
© Attribution Non-Commercial (BY-NC)
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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Monique Burey-Ballard Michael Finley Tenae Gilyard MGMT 810-01(Fall, 2011)/November 22, 2011/GSU/Dr. S.

Wagner, Professor

A Learning Organization is a place where people are continually discovering how they create their reality and how they change it. (Senge, 2006) We are all taught to break problems into small manageable parts A Learning Organization creates new paradigms Becoming a Learning Organization is a journey, not a destination
How do we put the pieces back together?

Theoretical Definition Practitioners Applications Practicality Characteristics Development Organizational Fostering

Definition Ideas of SOLs Summary Leverages Development Transformation

Shared Vision is a collective sense of what is important and why Vision: an image of our desired future Values: how we expect to travel to where we want to go Purpose or mission: what the organization is here to do Goals: milestones we expect to reach before too long

Shared visions create a strong culture Stages to building a shared vision 1. Telling: Weve got to do this. Its our vision, be exact about it or reconsider your vision for your career here. 2. Selling: Lets see if we can get you to buy in. 3. Testing: What excites you about this vision? What doesnt.

4. Consulting: What vision do members recommend that we adopt. 5. Co-creating: Lets create the future we individually and collectively want.

Team learning can be a natural next step from shared vision effort. Collective aspiration gives team members a competing reason to begin to learn how to learn together. Shared vision also provides a context for the more emotional challenges for team learning. A critical element of team learning is developing a collaborative way to design the broader infrastructure

Team learning involves mastering the practice of dialogue and discussion In discussion views are presented and defended Participants often want to win and see their view prevail Purpose: come to some sort of closure- to make a decision, reach an agreement, or identify priorities

Dialogue suggests a free flow meaning between people Dialogue is based on the principle that conception and implementation are intimately linked, with a core common meaning The purpose is to go beyond the meaning held by each member and to explore complex issues- exploration, discovery and insight

Systems Thinking is a discipline of seeing wholes Shows how to change fragmentation into full path clarity Is the Fifth Discipline integrating the other 4 Requires the other 4 in order to work properly There are 11 Laws to the Fifth Discipline

1. 2. 3. 4. 5. 6.

7.
8. 9.

10.
11.

Todays problems come from yesterdays solutions. The harder you push, the harder the system pushes back. Behavior grows better before it grows worse. The easy way out usually leads back in. The cure can be worse than the disease. Faster is slower. Cause and effect are not closely related in time and space. Small changes can produce big results-but the areas of highest leverage are often the least obvious. You can have your cake and eat it too-but not at once. Dividing an elephant in half does not produce two small elephants. There is no blame.

A learning organization cannot exist without its senior managers commitment and leadership Shift from traditional management of command and control Total Quality Management: empowering employees

Vision Statement:
As a learning organization, we will generate a high level of customer satisfaction by providing subsystems, products, and services with best-inclass quality and best-in-class costs.

Intended Results:
* Learn faster than the competition * Achieve maximum value and zero waste * Optimize knowledge and understanding * Use energy to be a best-in-class producer (rather than fighting political battles)

Mental Models: Eliminated dependency on Total Quality Management to meet goals and sought after new ways of solving problems Changed many employees ideas of work and developed employee work and personal life development viewpoints that shifted clich paradigms Personal Mastery: Began focusing on soft skills by developing openness and understanding of assumptions that governed behavior Cultivated open and honest communication among all employees Tolerance was built as they began to share viewpoints and appreciate team diversity Systems Thinking: Eliminated fragmented thought process by shifting employee views to the whole system when making decisions as opposed to just their section or responsibilities creating a sense of fit in the big picture Shared Vision: Participation was at first voluntary but, people were intrigued by results and wide acceptance was cultivated. A Sense of community and common purpose was developed. Team Learning: Employees began sharing views amongst others in the organization and organizational, team, and personal learning was enhanced exponentially. Personal communication and team spirit building developed. Tolerance for diversity amongst employees was not only accepted but, embraced for its ability to enhance outputs.

Best Practices of Copying (Not Learning Organization Practice)


One firm develops a great model Publishes it Spreads its impact Sharks copy, copy, copy

The Five Disciplines (Learning Organizations)


Systems Thinking (Fifth Discipline) Personal Mastery Mental Models Shared Vision Team Learning

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