1

Philippine Christian University

1648 Taft Avenue corner Pedro Gil Streets
Malate, Manila

SUBJECT CODE: PhDDAP G713

UNIT: 3
PROFESSOR: ARCADIO JEFFREY S. PERIDA, Ph.D.
SUBJECT DESCRIPTION: Organization and Transformational Leadership
COURSE: Doctor of Philosophy in Development Administration, Major in
Public Governance

MODULE 2: THE LEARNING ORGANIZATION

Module Overview:

This module explores the concept of the learning organization—a dynamic

and adaptive entity that fosters continuous learning, innovation, and
improvement. Participants will delve into the key principles, models, and
practices that define learning organizations. The module emphasizes the
importance of creating a culture that values learning, encourages
knowledge sharing, and embraces change as a means of staying relevant
in today's rapidly evolving business landscape.

Module Objectives:

1. Introduction to Learning Organizations:

- Define the concept of a learning organization.
- Understand the principles that differentiate a learning organization
from traditional models.

2. Key Characteristics of Learning Organizations:

- Explore the core characteristics that define a learning organization,
including a commitment to learning, knowledge sharing, and adaptability.
- Examine how these characteristics contribute to organizational
resilience and success.

3. Models of Learning Organizations:

- Discuss prominent models of learning organizations, such as Peter
Senge's five disciplines.
- Evaluate the applicability of different models in diverse organizational
contexts.

4. Leadership in Learning Organizations:

- Analyze the role of leadership in fostering a learning culture.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 2

- Explore leadership practices that support continuous learning and

innovation.

5. Learning Culture and Organizational Performance:

- Understand the correlation between a learning culture and
organizational performance.
- Explore case studies highlighting the impact of learning cultures on
business outcomes.

6. Organizational Learning Systems:

- Examine the systems and processes that facilitate organizational
learning.
- Discuss the role of technology in supporting knowledge management
and learning initiatives.

7. Employee Engagement and Learning:

- Explore the connection between employee engagement and
organizational learning.
- Discuss strategies for involving employees in the learning process.

8. Overcoming Barriers to Learning:

- Identify common barriers to establishing a learning organization.
- Discuss strategies for overcoming resistance and creating a supportive
learning environment.

Assessment:
- Participants will engage in a group project to analyze and present a case
study of an organization known for its successful transformation into a
learning organization.
- Individual assessments may include reflections on personal experiences
within organizational learning contexts and the development of a learning
culture action plan for their respective workplaces.

2.1 INTRODUCTION TO LEARNING ORGANIZATIONS

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 3

According to Peter M. Senge in his book "The Fifth Discipline: The Art &
Practice of The Learning Organization," a learning organization is one
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 how to learn together.

Senge identifies five key disciplines that are essential for a learning
organization:
1. Personal Mastery. Continually clarifying and deepening personal
vision, focusing energy, and seeing reality objectively.

2. Mental Models. Reflecting on, continually clarifying, and improving

internal pictures of the world.

3. Shared Vision. Building a sense of commitment in a group by

developing shared images of the future they seek to create.

4. Team Learning. Transforming conversational and collective

thinking skills, so groups can develop intelligence and ability greater
than the sum of individual members' talents.

5. Systems Thinking. Understanding the interconnectedness of all

parts of an organization and recognizing patterns and
interrelationships rather than isolated events. This discipline
integrates the other four, fusing them into a coherent body of theory
and practice.

These disciplines work together to foster an environment where

organizational learning can occur and thrive, and from thriving, comes the
application of principles in a learning organization which are different from
traditional models, to wit:

1. Systems Thinking. This is the cornerstone of Senge's approach. It

involves understanding how different parts of the organization
interact and influence each other, leading to better decision-making
and problem-solving. Traditional models often focus on isolated
events and linear cause-and-effect relationships, while a learning
organization views the organization as a complex, interrelated
system.

2. Personal Mastery. Learning organizations encourage individuals to

pursue personal growth and self-improvement continuously. This
contrasts with traditional models, where personal development may
be secondary to organizational goals.

3. Mental Models. Learning organizations emphasize the importance

of challenging and refining internal assumptions and beliefs. In
traditional models, entrenched ways of thinking and habitual
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 4

practices often go unquestioned, potentially stifling innovation and

adaptability.

4. Shared Vision. A learning organization fosters a common,

compelling vision of the future that motivates and guides the
actions of its members. Traditional models may rely more on
hierarchical command and control, with visions imposed from the
top down rather than developed collaboratively.

5. Team Learning. In a learning organization, team learning is critical,

with an emphasis on dialogue and collective problem-solving.
Traditional models often prioritize individual performance over
collaborative efforts, potentially leading to silos and a lack of
coordinated effort.

6. Openness and Trust. Learning organizations cultivate an

environment of openness and trust, where information is freely
shared, and employees feel safe to express ideas and take risks.
Traditional models might have more rigid communication structures
and a culture of fear or caution around sharing information or
proposing changes.

7. Continuous Improvement and Adaptation. A learning

organization is dynamic and continuously evolves by learning from
its experiences and adapting to changing circumstances. Traditional
models may be more static, relying on established procedures and
resistant to change.

8. Empowerment. Learning organizations empower employees at all

levels to take initiative and make decisions. In contrast, traditional
models often have a more centralized decision-making process, with
significant power and control residing at the top levels of the
hierarchy.

These principles create an organizational culture that promotes learning,

innovation, and adaptability, setting learning organizations apart from
more traditional, hierarchical, and static models.

2.2 KEY CHARACTERISTICS OF LEARNING ORGANIZATIONS

In his article "Building a Learning Organization" published in the Harvard
Business Review in 1993, David A. Garvin outlines several core
characteristics that define a learning organization. These characteristics
include a commitment to learning, knowledge sharing, and adaptability,
among others. Here are the key points:

1. Commitment to Learning
 Supportive Learning Environment- Learning organizations create
environments where employees feel safe to express their opinions,
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 5

take risks, and experiment. They encourage a culture that values

learning and personal development.
 Openness to New Ideas- These organizations are open to diverse
perspectives and actively seek out new approaches and innovative
solutions.
 Time for Reflection- Employees are given time and resources to
reflect on their work, analyze outcomes, and learn from their
experiences.

2. Knowledge Sharing
 Knowledge Management Systems- Learning organizations have
systems in place to capture, store, and disseminate knowledge
effectively. This includes databases, intranets, and other
information-sharing platforms.
 Collaboration and Teamwork- There is a strong emphasis on
collaboration and teamwork, where knowledge is shared openly
among team members and across different parts of the
organization.
 Mentorship and Training Programs- These organizations invest in
mentorship and continuous training programs to ensure
knowledge transfer and skill development.

3. Adaptability
 Continuous Improvement- Learning organizations are committed
to continuous improvement and are always looking for ways to
enhance their processes, products, and services.
 Agility and Flexibility- They are agile and can quickly adapt to
changes in the external environment, including market shifts,
technological advancements, and competitive pressures.
 Feedback Mechanisms- There are robust feedback mechanisms in
place to learn from successes and failures. This feedback is used
to make informed decisions and drive change.

4. Leadership that Reinforces Learning

 Role Modeling- Leaders in learning organizations act as role
models by demonstrating a commitment to learning and
development. They encourage and reward learning behaviors.
 Creating a Vision- Leaders articulate a clear vision for the
organization's learning agenda and ensure that learning aligns
with the organization’s strategic goals.
 Empowerment- They empower employees to take ownership of
their learning and provide the necessary support and resources to
do so.

5. Experimentation and Innovation

 Encouraging Experimentation- Learning organizations encourage
employees to experiment with new ideas and approaches,
understanding that not all experiments will succeed, but valuable
lessons can be learned from failures.
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 6

 Tolerance for Mistakes- There is a tolerance for mistakes and

failures, viewing them as opportunities for learning rather than
setbacks.

Garvin emphasizes that building a learning organization requires a

deliberate and sustained effort, involving changes in culture, processes,
and management practices. By fostering a commitment to learning,
encouraging knowledge sharing, and maintaining adaptability,
organizations can thrive in a rapidly changing and competitive
environment.

The characteristics of a learning organization—commitment to learning,

knowledge sharing, and adaptability—contribute significantly to
organizational resilience and success in several ways:

1. Anticipation and Response to Change. Organizations that

prioritize adaptability can quickly respond to changes in their
external environment, whether it's shifts in customer preferences,
technological advancements, or regulatory changes. This ability to
adapt ensures that the organization remains relevant and
competitive.

2. Innovation and Continuous Improvement. By encouraging

experimentation and innovation, learning organizations continuously
improve their products, services, and processes. This innovation
helps them stay ahead of competitors and meet evolving customer
needs more effectively.

3. Efficient Resource Utilization. Effective knowledge sharing within

the organization ensures that insights and best practices are spread
across different teams and departments. This reduces duplication of
efforts, enhances efficiency, and promotes consistency in delivering
high-quality products or services.

4. Learning from Mistakes. Learning organizations view mistakes as

opportunities for growth and learning rather than as failures. This
mindset encourages employees to take calculated risks, knowing
that even if an initiative doesn't succeed, valuable lessons will be
gained that can inform future decisions.

5. Employee Engagement and Satisfaction. A commitment to

learning fosters a supportive environment where employees feel
valued and encouraged to develop their skills and knowledge. This,
in turn, boosts morale, increases job satisfaction, and reduces
turnover rates.

6. Leadership Effectiveness. Effective leaders in learning

organizations inspire and motivate employees by setting a clear

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 7

vision for learning and development. They empower their teams to

innovate and adapt, creating a culture of trust and collaboration.

7. Organizational Resilience. The continuous improvement mindset

embedded in learning organizations builds resilience over time. By
constantly refining their strategies and operations based on
feedback and new insights, these organizations can navigate
challenges more effectively and bounce back from setbacks.

8. Strategic Alignment. Learning organizations align their learning

initiatives with strategic goals and market demands. This ensures
that learning investments contribute directly to organizational
success and long-term sustainability.

In summary, the characteristics of a learning organization contribute to

resilience and success by fostering adaptability, promoting innovation,
maximizing resource efficiency, empowering employees, and creating a
culture of continuous improvement and learning. These elements
collectively enhance the organization's ability to thrive in a dynamic and
competitive business environment.

2.3 MODELS OF LEARNING ORGANIZATIONS

In "Sculpting the Learning Organization: Lessons in the Art and Science of
Systemic Change" by Watkins and Marsick, the authors discuss various
prominent models of learning organizations, including Peter Senge's Five
Disciplines from his book "The Fifth Discipline." Here are some insights
into these models:

1. Peter Senge's Five Disciplines

a. Systems Thinking. Understanding the organization as a complex
system and recognizing the interrelationships and dynamics within it.

b. Personal Mastery. Continuously developing personal skills and

capabilities to achieve desired outcomes.

c. Mental Models. Challenging and updating the internal mental models

and assumptions that shape individual and organizational behaviors.

d. Shared Vision. Creating a compelling shared vision that aligns and

motivates members toward common goals.

e. Team Learning. Fostering collective learning and collaboration to

achieve shared objectives more effectively.

2. Chris Argyris and Donald Schön's Theory of Action. This theory

emphasizes how individuals and organizations learn through action and
reflection. It explores the underlying reasons why organizations often
repeat mistakes and offers insights into how to promote double-loop
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 8

learning—learning that questions the assumptions and values underlying

decisions and actions.

3. David Garvin's Building Blocks of a Learning Organization.

Garvin identifies key building blocks such as systematic problem solving,
experimentation with new approaches, learning from past experiences,
and knowledge transfer across the organization.

4. Pedler, Burgoyne, and Boydell's Dimensions of the Learning

Company. They propose dimensions that define a learning organization,
including learning climate, strategic leadership, organizational learning
systems, and learning processes.

5. Watkins and Marsick's Dimensions of the Learning

Organization. The authors themselves propose dimensions such as
supportive learning environment, concrete learning processes and
practices, leadership behavior that reinforces learning, learning embedded
in organizational systems, and a learning climate.

These models and frameworks collectively illustrate different perspectives

on what constitutes a learning organization, emphasizing the importance
of systems thinking, personal and collective learning, adaptive leadership,
and organizational culture that supports continuous improvement and
innovation. Each model offers unique insights and tools for organizations
seeking to enhance their learning capabilities and adaptability in a rapidly
changing world.

The applicability of different models of learning organizations varies

depending on the specific context and needs of organizations. Here’s an
evaluation of how various models can be applied in diverse organizational
contexts:

1. Peter Senge's Five Disciplines. Senge's model is widely

applicable across various industries and organizational sizes. It
emphasizes systemic thinking, personal mastery, and shared vision,
which are valuable in fostering a culture of learning and adaptability.
It is particularly suitable for organizations aiming to transform their
cultures to become more collaborative, innovative, and responsive
to change. It works well in knowledge-intensive industries where
continuous learning and adaptation are critical.

2. Chris Argyris and Donald Schön's Theory of Action. This

theory is applicable in contexts where there is a need to understand
and address underlying assumptions and mental models that shape
organizational behavior. It is beneficial for organizations facing
recurring challenges or where there is resistance to change. It
encourages a deeper reflection on decision-making processes and
can lead to more effective learning from mistakes.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 9

3. David Garvin's Building Blocks. Garvin’s framework is practical

for organizations looking to implement specific learning mechanisms
and processes. It suits organizations aiming to improve problem-
solving capabilities, foster a culture of experimentation, and
enhance knowledge sharing. It can be applied in manufacturing,
service industries, and sectors undergoing digital transformation.

4. Pedler, Burgoyne, and Boydell's Dimensions. Their dimensions

provide a comprehensive view of what constitutes a learning
organization and are useful for diagnosing strengths and
weaknesses. This model is beneficial for large organizations with
complex structures seeking to embed learning into their strategic
leadership, systems, and processes. It helps in designing
interventions to promote continuous learning.

5. Watkins and Marsick's Dimensions. This model emphasizes the

importance of organizational climate, leadership behaviors, and
learning processes. It is applicable across diverse organizational
contexts, including non-profit, government, and educational sectors,
where creating a supportive learning environment and integrating
learning into everyday practices are priorities.

EVALUATION CRITERIA FOR APPLICABILITY

1. Organizational Culture. Models that emphasize cultural change,
such as Senge’s and Watkins/Marsick’s dimensions, are suitable for
organizations needing to shift towards a more collaborative and
adaptive culture.

2. Industry and Sector. Certain models may be more aligned with

specific industries. For instance, Garvin’s focus on systematic
problem-solving and experimentation is beneficial in technology-
driven sectors.

3. Leadership Commitment. Models like Pedler et al.'s dimensions

require strong leadership commitment to implement effectively
across all organizational levels.

4. Organizational Size. Some models may require adaptations based

on the size of the organization. Larger organizations may need more
structured learning processes compared to smaller, more agile ones.

In conclusion, the choice of model depends on the organization’s strategic

objectives, culture, leadership style, and specific challenges. Each model
offers valuable insights and tools for enhancing organizational learning
and adaptability, but their applicability should be assessed within the
unique context of each organization to maximize effectiveness.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 10

2.4 LEADERSHIP IN LEARNING ORGANIZATIONS

According to Watkins and Marsick, leadership plays a crucial role in
fostering a learning culture within an organization. Here’s an analysis of
the role of leadership based on their insights:

1. Setting the Vision and Direction. Effective leaders in learning

organizations articulate a compelling vision that emphasizes the
importance of continuous learning and improvement. This vision
provides a clear direction for the organization and aligns learning
initiatives with strategic goals.

2. Creating a Supportive Environment. Leadership establishes a

supportive environment where employees feel encouraged and
empowered to engage in learning activities. This includes providing
resources, such as time and training opportunities, and fostering a
culture that values curiosity, experimentation, and knowledge
sharing.

3. Modeling Learning Behaviors. Leaders serve as role models by

demonstrating a commitment to their own learning and
development. They actively seek out new knowledge, reflect on
their experiences, and openly acknowledge their own mistakes as
opportunities for growth. By doing so, they encourage others to
adopt similar learning behaviors.

4. Promoting Collaboration and Team Learning. Leaders in

learning organizations promote collaboration and teamwork as
essential components of organizational learning. They create
opportunities for employees to work together, share insights, and
collectively solve problems. This collaborative approach enhances
learning outcomes and builds a sense of collective responsibility for
organizational success.

5. Supporting Learning Systems and Processes. Leadership

ensures that learning is integrated into organizational systems and
processes. This may involve implementing feedback mechanisms,
knowledge management systems, and continuous improvement
processes that facilitate learning at all levels of the organization.

6. Empowering Employees. Leaders empower employees by

delegating authority and decision-making responsibilities. This
empowerment encourages individuals to take ownership of their
learning and contribute actively to organizational learning
initiatives. It fosters a culture of accountability and innovation.

7. Adapting to Change. In a rapidly changing environment,

leadership in learning organizations is adaptive and responsive.
Leaders anticipate changes, facilitate organizational agility, and
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 11

encourage adaptive behaviors among employees. They promote a

mindset where change is viewed as an opportunity for learning and
growth rather than a threat.

Overall, leadership in fostering a learning culture according to Watkins and

Marsick involves not only setting strategic direction and providing
resources but also actively nurturing a supportive environment where
learning is valued, encouraged, and integrated into everyday practices.
Effective leadership in this context enhances organizational resilience,
innovation, and long-term success by continuously developing the
capabilities of individuals and the organization as a whole.

Several leadership practices are highlighted by Watkins and Marsick that

support continuous learning and innovation within organizations. Here are
key leadership practices based on their insights:

1. Setting a Compelling Vision. Effective leaders articulate a vision

that emphasizes the importance of continuous learning and
innovation as core organizational values. This vision provides a clear
direction and purpose that motivates employees to engage in
ongoing learning initiatives.

2. Creating Psychological Safety. Leaders foster a supportive and

inclusive environment where employees feel safe to experiment,
take risks, and share new ideas without fear of criticism or negative
consequences. This psychological safety encourages creativity and
innovation.

3. Promoting Open Communication and Feedback. Leaders

facilitate open communication channels where ideas, feedback, and
insights can flow freely across different levels and departments.
They actively seek input from employees and encourage
constructive feedback as a means to improve processes and foster
innovation.

4. Empowering Teams and Individuals. Leaders empower teams

and individuals by delegating authority and decision-making
responsibilities. This autonomy enables employees to take
ownership of their work, experiment with new approaches, and drive
innovation from within their roles.

5. Supporting Experimentation and Learning from Failure.

Leaders encourage a culture where experimentation is valued and
viewed as a learning opportunity. They recognize that not all
experiments will succeed but emphasize the importance of
extracting lessons from failures to inform future decisions and
improvements.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 12

6. Investing in Learning Resources and Development. Leaders

allocate resources, such as time and budget, for continuous learning
and development initiatives. This may include training programs,
workshops, mentorship opportunities, and access to educational
resources that enhance employees' skills and knowledge.

7. Promoting Cross-functional Collaboration. Leaders facilitate

collaboration across different departments and disciplines within the
organization. They create platforms and opportunities for teams
with diverse expertise to work together, exchange ideas, and co-
create innovative solutions to complex challenges.

8. Rewarding and Recognizing Innovation. Leaders acknowledge

and celebrate individuals and teams who demonstrate creativity,
initiative, and innovation. They establish reward systems that
incentivize innovative thinking and behaviors aligned with the
organization's strategic objectives.

9. Leading by Example. Leaders model continuous learning and

innovation behaviors in their own actions and decisions. They
actively seek opportunities to expand their own knowledge,
demonstrate a willingness to adapt to new ideas, and champion a
culture of curiosity and exploration.

These leadership practices create a conducive environment where

continuous learning and innovation can flourish. By supporting a culture of
openness, empowerment, experimentation, and collaboration, leaders
play a pivotal role in driving organizational agility, resilience, and long-
term success in an increasingly dynamic and competitive business
landscape.

2.5 LEARNING CULTURE AND ORGANIZATIONAL PERFORMANCE

In "The Learning Company: A Strategy for Sustainable Development" by
Pedler, Burgoyne, and Boydell, the correlation between a learning culture
and organizational performance is explored in depth.

1. Continuous Improvement and Innovation. A learning culture

fosters an environment where employees are encouraged to
continuously improve their skills and processes. This emphasis on
ongoing learning enables organizations to innovate more effectively,
leading to the development of new products, services, and
operational efficiencies that enhance performance.

2. Adaptability and Agility. Organizations with a strong learning

culture are more adaptable and agile in responding to changes in
the external environment. By embracing new ideas and learning
from both successes and failures, these organizations can quickly

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 13

adjust strategies and tactics to maintain competitiveness and seize

emerging opportunities.

3. Employee Engagement and Retention. A learning culture

promotes employee engagement by providing opportunities for
professional growth and development. Engaged employees are
more motivated and committed to their work, resulting in higher
productivity and lower turnover rates. This stability contributes to
organizational continuity and sustained performance.

4. Knowledge Sharing and Collaboration. In a learning culture,

there is a culture of openness and knowledge sharing where
individuals and teams collaborate effectively. This exchange of ideas
and best practices accelerates learning across the organization,
leading to improved decision-making and problem-solving
capabilities that drive performance.

5. Leadership Development. Leadership within a learning culture is

characterized by continuous improvement and the ability to foster a
supportive environment for learning and growth. Effective leaders
encourage innovation, empower their teams, and align learning
initiatives with strategic objectives, thereby enhancing overall
organizational performance.

6. Organizational Resilience. Organizations with a strong learning

culture are more resilient in the face of challenges and disruptions.
By continuously learning and adapting, these organizations build
capabilities that enable them to navigate uncertainties and maintain
operational effectiveness over the long term.

7. Measurement and Evaluation. The book likely discusses how

organizations can measure the impact of their learning initiatives on
performance metrics such as profitability, customer satisfaction, and
employee morale. This measurement helps leaders make data-
driven decisions to optimize learning strategies and investments.

Overall, Pedler, et.al emphasized that fostering a learning culture is not

just beneficial for individual growth but is crucial for enhancing
organizational performance, sustainability, and long-term success in a
dynamic and competitive business environment.

One notable case study that highlights the impact of a learning culture on
business outcomes comes from Google. Google is renowned for its
emphasis on continuous learning and innovation, which is deeply
embedded in its organizational culture. Here’s an overview of how
Google’s learning culture has contributed to its business success:

CASE STUDY: GOOGLE'S LEARNING CULTURE

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 14

BACKGROUND
Google places a strong emphasis on creating a learning organization
where employees are encouraged to experiment, learn from failures, and
continuously improve. This culture of learning is evident across various
aspects of the company’s operations and has been instrumental in driving
innovation and maintaining its competitive edge in the tech industry.

KEY ELEMENTS OF GOOGLE’S LEARNING CULTURE

1. Time for Innovation

- Google famously allows its engineers to spend 20% of their work time
on projects of their own choosing. This policy, known as "20% time,"
encourages creativity and innovation by giving employees the freedom to
pursue ideas that interest them, even if they are not directly related to
their primary responsibilities.

2. Learning from Data

- Google emphasizes data-driven decision-making. Employees are
encouraged to analyze data, draw insights, and use this information to
refine products and services continuously. This approach ensures that
decisions are grounded in evidence, leading to more effective strategies
and solutions.

3. Learning from Failures

- Google views failures as learning opportunities. The company
encourages employees to take risks and experiment with new ideas,
knowing that not every initiative will succeed. Instead of punishing failure,
Google focuses on extracting lessons learned to improve future
endeavors.

4. Cross-functional Collaboration
- Collaboration is integral to Google’s culture. Teams from different
disciplines and backgrounds work together on projects, sharing knowledge
and expertise. This collaboration enhances learning, fosters innovation,
and enables Google to tackle complex challenges more effectively.

IMPACT ON BUSINESS OUTCOMES

1. Innovation Leadership
- Google’s learning culture has enabled the company to maintain a
leadership position in innovation. Products like Gmail, Google Maps, and
Android have revolutionized their respective markets, showcasing
Google's ability to translate learning and experimentation into
groundbreaking products.

2. Employee Engagement and Retention

- The emphasis on learning and personal development at Google
contributes to high levels of employee engagement and retention.
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 15

Employees feel empowered to contribute ideas, take ownership of

projects, and grow professionally within the company’s supportive
environment.

3. Market Competitiveness
- Google’s commitment to continuous learning and adaptation helps the
company stay ahead of competitors in a rapidly evolving industry. By
fostering a culture where learning is valued and encouraged, Google
remains agile and responsive to changes in technology and consumer
preferences.

CONCLUSION
Google’s case study illustrates how a strong learning culture can drive
business outcomes, including innovation, employee engagement, and
market competitiveness. By prioritizing continuous learning, encouraging
experimentation, and embracing a collaborative mindset, Google has built
a resilient organizational culture that fuels its ongoing success in the
global marketplace.

2.6 ORGANIZATIONAL LEARNING SYSTEMS

In "Organizational Learning: A Theory of Action Perspective" by Argyris
and Schön, the systems and processes that facilitate organizational
learning are examined through the lens of their theory of action
perspective. Here are key systems and processes highlighted in the book
that support organizational learning:

1. Double Loop Learning. Argyris and Schön distinguish between

single loop and double loop learning. Single loop learning involves
correcting errors within existing organizational frameworks, while
double loop learning involves questioning and challenging the
underlying assumptions and norms that shape organizational
behavior. This deeper form of learning encourages organizations to
adapt their mental models and strategies in response to feedback
and changing circumstances.

2. Action Science Approach. The authors advocate for an action

science approach where organizational members engage in
reflective inquiry and collaborative problem-solving. This approach
emphasizes systematic inquiry into organizational practices,
fostering a culture where learning is embedded in everyday actions.
By encouraging individuals to critically examine their assumptions
and test new ideas through action, organizations can enhance their
capacity for learning and adaptation.

3. Organizational Transparency and Feedback Mechanisms.

Facilitating organizational learning requires transparency in decision-
making processes and effective feedback mechanisms. Open
communication channels enable employees to share insights, raise
concerns, and contribute to collective learning. Feedback loops allow
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 16

organizations to continuously assess their performance, identify

areas for improvement, and implement corrective actions.

4. Learning from Experience and Experimentation. Organizations

that facilitate learning create opportunities for employees to learn
from both successes and failures. They encourage experimentation
and innovation, providing a safe environment where individuals can
test new ideas, take calculated risks, and learn from outcomes. This
experiential learning approach promotes creativity and adaptive
behavior within the organization.

5. Knowledge Sharing and Collaboration. Effective organizational

learning systems promote knowledge sharing and collaboration
across different levels and functions. They establish platforms for
sharing best practices, lessons learned, and innovative solutions.
Collaborative projects and communities of practice facilitate peer-to-
peer learning, enabling employees to leverage collective expertise
and diverse perspectives.

6. Leadership and Learning Culture. Leadership plays a crucial role

in fostering a learning culture within the organization. Leaders who
prioritize learning allocate resources for training and development,
support continuous improvement initiatives, and model learning
behaviors. They create a supportive environment where learning is
valued, mistakes are seen as opportunities for growth, and
employees are empowered to take ownership of their learning
journeys.

By implementing these systems and processes, organizations can create a

dynamic learning environment that enhances their ability to innovate,
adapt to change, and achieve sustainable competitive advantage. Argyris
and Schön's work provides a foundational framework for understanding
how organizational learning systems can be structured to facilitate
continuous improvement and organizational effectiveness.

As organizational learning systems adapt to changes, technology plays a

pivotal role in supporting knowledge management and learning initiatives
within organizations, facilitating efficiency, accessibility, and collaboration.
Some of its roles are as follows:

1. Knowledge Sharing and Accessibility

a. Centralized Platforms. Technology enables the creation of
centralized knowledge management systems (KMS) or intranets
where employees can access and contribute to organizational
knowledge. These platforms store documents, best practices,
training materials, and project insights in a structured and
searchable format, promoting easy access and retrieval of
information.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 17

b. Content Management Systems (CMS). CMS tools allow

organizations to organize, categorize, and update knowledge
resources efficiently. They ensure that information remains up-to-
date and relevant, supporting continuous learning and
improvement.

2. Collaboration and Communication

a. Virtual Collaboration Tools. Technologies such as video
conferencing, instant messaging, and collaborative platforms
(e.g., Microsoft Teams, Slack) facilitate real-time communication
and collaboration among geographically dispersed teams. These
tools enable virtual meetings, brainstorming sessions, and
knowledge-sharing sessions, fostering teamwork and collective
problem-solving.
b. Wikis and Blogs. Platforms like wikis and internal blogs provide
spaces for employees to share insights, document project
experiences, and engage in discussions. They promote peer-to-
peer learning and enable asynchronous communication,
accommodating different work schedules and time zones.

3. Learning Management Systems (LMS)

a. Training and Development. LMS platforms streamline the
administration, delivery, and tracking of training programs and
learning activities. They offer features such as course
management, assessment tools, and learner analytics, allowing
organizations to personalize learning experiences, monitor
progress, and evaluate outcomes.
b. Mobile Learning (mLearning). With the rise of mobile devices,
mLearning platforms deliver learning content anytime, anywhere.
Employees can access training modules, videos, and interactive
materials on their smartphones or tablets, supporting continuous
learning and knowledge retention.

4. Data Analytics and Insights

a. Learning Analytics. Technology-driven learning analytics
provide valuable insights into learner behavior, engagement
levels, and performance metrics. By analyzing data from LMS and
other learning platforms, organizations can identify learning
trends, assess the effectiveness of training programs, and make
data-driven decisions to optimize learning initiatives.
b. Predictive Analytics. Advanced analytics techniques enable
organizations to predict future learning needs, identify skill gaps,
and proactively plan learning interventions. This foresight helps
in aligning learning strategies with business objectives and
workforce development goals.

5. Innovation and Experimentation

Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 18

a. Virtual Reality (VR) and Augmented Reality (AR). Emerging

technologies like VR and AR are transforming learning
experiences by providing immersive, interactive simulations and
virtual training environments. They enable employees to practice
skills in realistic scenarios, enhancing retention and mastery of
complex concepts.
b. Gamification. Integrating game elements into learning
processes through technology fosters engagement, motivation,
and healthy competition among employees. Gamified learning
activities reward achievements, track progress, and encourage
continuous participation in training and development initiatives.

6. Security and Privacy Considerations

a. Data Security. Technology also plays a crucial role in ensuring
the security and confidentiality of sensitive organizational
information and employee data stored within knowledge
management and learning systems. Robust cybersecurity
measures, data encryption, access controls, and compliance with
privacy regulations are essential to safeguarding organizational
assets and maintaining trust.

In conclusion, technology acts as an enabler for knowledge management

and learning initiatives, transforming how organizations capture, share,
and apply knowledge to drive innovation and improve performance. By
leveraging technology strategically, organizations can create agile,
adaptive learning environments that empower employees, enhance
collaboration, and support continuous improvement across all levels of the
organization.

2.7 EMPLOYEE ENGAGEMENT AND LEARNING

According to Watkins and Marsick, the connection between employee
engagement and organizational learning is examined in detail. An
exploration of how they connect these two concepts is outlined as follows:

1. Shared Vision and Purpose. Organizational learning fosters a

shared vision and purpose among employees. When employees
understand and align with the organization’s goals, they are more
engaged in learning activities that contribute to achieving those
goals. This alignment enhances motivation and commitment to
organizational success.

2. Empowerment and Autonomy. A learning organization empowers

employees by providing opportunities for personal growth and
development. Engaged employees feel empowered to take
ownership of their learning journeys, explore new ideas, and
contribute innovatively to the organization. This empowerment
increases their sense of responsibility and satisfaction at work.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 19

3. Continuous Improvement. Organizational learning promotes a

culture of continuous improvement where feedback and insights are
actively sought and applied. Engaged employees participate in
identifying areas for improvement, experimenting with new
approaches, and learning from both successes and failures. This
iterative process drives innovation and enhances organizational
effectiveness.

4. Knowledge Sharing and Collaboration. Engaged employees in a

learning organization are more likely to collaborate and share
knowledge with colleagues. They recognize the value of collective
learning and actively contribute their expertise to team efforts. This
collaboration accelerates learning across the organization and
fosters a supportive culture of knowledge exchange.

5. Adaptability and Resilience. Engaged employees are critical for

organizational adaptability and resilience. In a rapidly changing
environment, continuous learning enables employees to acquire
new skills, adapt to emerging challenges, and seize opportunities
proactively. This adaptability strengthens the organization’s ability
to thrive amidst uncertainty.

6. Leadership Role. Effective leadership plays a pivotal role in

connecting employee engagement with organizational learning.
Leaders who prioritize learning initiatives, provide resources for
development, and model learning behaviors inspire and motivate
employees to engage in continuous learning. Their support
reinforces a culture where learning is valued and integrated into
everyday practices.

The connection between employee engagement and organizational

learning in Watkins and Marsick's framework highlights how creating a
learning organization enhances employee satisfaction, productivity, and
organizational performance. By nurturing a culture where learning is
embedded in the organizational DNA, companies can cultivate engaged
employees who contribute positively to long-term success and
sustainability.

Involving employees in the learning process is crucial for fostering a

culture of continuous improvement and innovation within organizations.
Several effective strategies to engage employees in the learning process
are provided below:

1. Create a Supportive Learning Environment. Establish a culture

that values learning and provides the necessary resources and
infrastructure for employees to engage in learning activities. This
includes access to training programs, workshops, online courses,
and learning materials relevant to their roles and career aspirations.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 20

2. Encourage Ownership and Autonomy. Empower employees to

take ownership of their learning journey by allowing them to set
goals, choose learning activities, and determine the pace of their
learning. Provide flexibility in how and when learning occurs,
accommodating different learning styles and preferences.

3. Promote Continuous Feedback and Reflection. Encourage

regular feedback sessions where employees can reflect on their
learning progress, discuss challenges, and receive guidance from
mentors or peers. Feedback helps employees stay motivated,
identify areas for improvement, and adjust their learning strategies
accordingly.

4. Facilitate Peer Learning and Collaboration. Foster a

collaborative learning environment where employees can share
knowledge, insights, and best practices with their peers. Encourage
team-based projects, cross-functional collaboration, and
communities of practice where employees can learn from each
other’s experiences and expertise.

5. Provide Learning Opportunities Linked to Career

Development. Align learning opportunities with employees’ career
aspirations and organizational goals. Offer development programs
that support career progression, skill enhancement, and readiness
for future roles within the company. Show employees how their
learning contributes to their professional growth and the
organization’s success.

6. Recognize and Reward Learning Achievements. Acknowledge

and celebrate employees’ learning achievements through formal
recognition programs, awards, or public appreciation. Highlight
success stories of employees who have applied their learning to
solve problems, innovate, or achieve significant outcomes for the
organization.

7. Integrate Learning into Daily Work Practices. Integrate

learning into everyday work processes by incorporating learning
moments into team meetings, project debriefs, and performance
reviews. Encourage employees to apply newly acquired knowledge
and skills immediately to reinforce learning and drive organizational
impact.

8. Lead by Example. Leadership plays a crucial role in promoting a

learning culture. Leaders should actively participate in learning
initiatives, share their own learning experiences, and demonstrate a
commitment to continuous improvement. Their visible support and
engagement inspire employees to prioritize learning as a core value.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 21

9. Use Technology to Enhance Learning Accessibility. Leverage

digital tools and platforms to make learning accessible anytime and
anywhere. Invest in learning management systems (LMS), online
courses, webinars, and mobile learning apps that provide employees
with on-demand access to educational resources and learning
modules.

By implementing these strategies, organizations can create a dynamic

learning environment where employees are motivated, engaged, and
equipped with the skills and knowledge needed to drive innovation, adapt
to change, and contribute to long-term organizational success.

2.8 OVERCOMING BARRIERS TO LEARNING

Watkins and Marsick also identified several common barriers to
establishing a learning organization. These barriers often impede the
development of a culture that supports continuous learning and
innovation. Here are some of the common barriers discussed in their book:

1. Lack of Leadership Commitment. One of the primary barriers is

a lack of visible and sustained commitment from organizational
leaders to prioritize and support learning initiatives. Without
leadership endorsement and active involvement in promoting a
learning culture, employees may perceive learning as a low priority.

2. Organizational Silos and Fragmentation. Organizational silos

and departmental fragmentation can hinder knowledge sharing and
collaboration across different parts of the organization. When
information is not shared effectively, learning becomes
compartmentalized, and opportunities for cross-functional learning
and innovation are limited.

3. Resistance to Change. Resistance to change among employees

and stakeholders can prevent the adoption of new learning practices
and processes. Fear of the unknown, reluctance to try new methods,
or attachment to existing ways of working can create barriers to
embracing a learning mindset and implementing organizational
changes.

4. Short-term Focus and Performance Pressures. Organizational

cultures that prioritize short-term results and immediate
performance goals may neglect investments in long-term learning
and development initiatives. Pressure to meet quarterly targets or
financial constraints can limit resources allocated to learning
activities and inhibit sustainable learning practices.

5. Lack of Resources and Infrastructure. Insufficient resources,

such as budget constraints or inadequate learning infrastructure
(e.g., lack of access to training programs, technology, or learning
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 22

tools), can hinder employees’ ability to engage in meaningful

learning experiences. Limited resources may also restrict the scope
and effectiveness of learning initiatives.

6. Fixed Mindsets and Resistance to Feedback. Fixed mindsets

and a culture that discourages openness to feedback and
constructive criticism can impede individual and organizational
learning. When employees are not receptive to learning from
mistakes or receiving feedback, opportunities for growth and
improvement are missed.

7. Unclear Learning Objectives and Evaluation Metrics. Lack of

clarity around learning objectives and measurable outcomes can
make it difficult to assess the effectiveness of learning initiatives.
Without clear goals and evaluation metrics, it becomes challenging
to demonstrate the return on investment in learning activities and
justify continued support for learning programs.

8. Inertia and Complacency. Organizational inertia and complacency

with current practices may prevent proactive efforts to adapt to
changing market conditions or technological advancements. A lack
of urgency or motivation to continuously improve can stagnate
organizational learning efforts over time.

Addressing these barriers requires a systematic approach that involves

leadership commitment, cultural alignment, resource allocation, and a
focus on overcoming resistance to change. By identifying and mitigating
these barriers, organizations can create an environment that nurtures
continuous learning, innovation, and sustainable growth.

Overcoming resistance and creating a supportive learning environment

within an organization requires strategic approaches that address both
individual and systemic barriers. Some strategies to foster a culture of
learning and overcome resistance are outlined below:

1. Gain Leadership Buy-In and Commitment. Engage

organizational leaders early and consistently in advocating for
learning initiatives. Demonstrate how learning contributes to
strategic goals, innovation, and long-term success. Encourage
leaders to model learning behaviors and visibly support learning
efforts.

2. Communicate the Benefits of Learning. Clearly communicate

the benefits of learning to employees at all levels. Highlight how
learning enhances skills, career development opportunities, job
satisfaction, and organizational resilience. Tailor messages to
address specific concerns or misconceptions about learning
initiatives.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 23

3. Involve Employees in Decision-Making. Involve employees in

the design and implementation of learning programs. Seek input on
training needs assessments, curriculum development, and preferred
learning formats. Empower employees to take ownership of their
learning journeys, fostering a sense of ownership and engagement.

4. Create a Safe Learning Environment. Foster a culture of

psychological safety where employees feel comfortable taking risks,
experimenting, and learning from failures. Encourage open
communication, constructive feedback, and a non-judgmental
approach to mistakes. Celebrate learning and improvement efforts,
regardless of outcomes.

5. Align Learning with Organizational Goals. Ensure that learning

initiatives are aligned with organizational goals and strategic
priorities. Clearly articulate how learning supports business
objectives, enhances performance, and drives innovation. Align
incentives and recognition programs with learning achievements to
reinforce alignment.

6. Provide Adequate Resources and Support. Allocate sufficient

resources, including budget, time, and technology, to support
learning activities. Ensure access to relevant training programs,
workshops, mentoring opportunities, and learning materials. Invest
in learning infrastructure that facilitates continuous development.

7. Offer Flexibility and Personalization. Recognize diverse learning

preferences and styles by offering flexible learning options. Provide
opportunities for self-directed learning, online courses, peer
mentoring, and collaborative projects. Allow employees to
customize their learning experiences based on individual needs and
career aspirations.

8. Measure and Demonstrate Impact. Establish clear metrics and

evaluation frameworks to measure the impact of learning initiatives.
Track key performance indicators related to skill development,
employee engagement, productivity improvements, and business
outcomes. Use data to continuously refine and optimize learning
strategies.

9. Encourage Continuous Feedback and Iteration. Foster a culture

of continuous improvement by soliciting feedback from employees
and stakeholders on learning programs. Regularly assess
effectiveness, gather insights on learning needs, and adapt
strategies based on feedback. Demonstrate responsiveness to
feedback to enhance engagement and participation.

10. Promote Learning as a Core Value. Embed learning into

the organizational culture as a core value and strategic imperative.
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 24

Promote stories of successful learning initiatives, recognize learning

champions, and integrate learning discussions into regular meetings
and communications. Cultivate a mindset where learning is seen as
integral to individual and organizational growth.

By implementing these strategies systematically and addressing both

individual and organizational barriers, leaders can create a supportive
learning environment that engages employees, fosters continuous
development, and drives sustainable success.

REFLECTIONS
As a private secretary to the municipal mayor, my role provides a unique
vantage point within organizational learning contexts. Over my tenure,
I've observed firsthand how learning is not just an individual pursuit but a
collective endeavor that shapes the efficiency and effectiveness of
municipal operations. One of the most profound realizations has been the
critical role of leadership in fostering a learning culture. The mayor's
commitment to continuous improvement sets the tone for the entire
organization, inspiring departments to embrace new ideas, innovate in
service delivery, and adapt to evolving community needs.

Moreover, my experiences have highlighted the importance of

collaboration and knowledge sharing. Within our municipal office, learning
happens not only through formal training programs but also through
informal interactions and cross-departmental collaborations. These
interactions foster a culture where staff members exchange insights, learn
from each other's experiences, and collectively solve challenges. This
collaborative learning not only enhances individual skills but also
strengthens team cohesion and organizational resilience.

Another significant aspect of organizational learning that I've encountered

is the need for adaptability and agility. Municipal governance is dynamic,
with policies, regulations, and community expectations constantly
evolving. Embracing a learning mindset allows us to stay agile, quickly
respond to changes, and proactively address emerging issues. This
adaptability ensures that our municipal services remain relevant, efficient,
and aligned with the priorities of our constituents.

Furthermore, I've come to appreciate the value of feedback and

evaluation in driving continuous improvement. Regular assessments of
our programs and initiatives provide valuable insights into their
effectiveness and impact. By soliciting feedback from residents,
stakeholders, and staff members, we can identify areas for improvement,
refine our approaches, and enhance service delivery. This process of
reflection and adjustment is integral to our commitment to delivering
high-quality services and maintaining public trust.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 25

In conclusion, my journey as a private secretary to the municipal mayor

has underscored the transformative power of organizational learning. It
has reinforced the idea that learning is not a one-time event but a
continuous journey that requires dedication, collaboration, and a
commitment to excellence. By embracing a learning culture, our municipal
office not only enhances its operational effectiveness but also fosters a
culture of innovation, adaptability, and service excellence for the benefit
of our community.

ACTION PLAN
Developing a learning culture action plan within a local government unit
involves systematic steps to foster continuous improvement,
collaboration, and innovation among employees.

1. Leadership Commitment and Vision

 Objective: Secure leadership buy-in and commitment to fostering a

learning culture.
 Actions:
a. Engage Leaders. Initiate discussions with senior management and
elected officials to communicate the benefits of a learning culture.

b. Set Clear Goals. Define specific objectives for integrating learning

into daily operations and aligning it with organizational goals.

c. Lead by Example. Encourage leaders to participate in learning

activities, share insights, and emphasize the importance of
continuous improvement.

2. Assessing Learning Needs and Resources

 Objective: Identify learning gaps and allocate appropriate

resources for training and development.

 Actions:
a. Conduct Needs Assessment. Survey employees to assess current
skills, knowledge gaps, and learning preferences.

b. Resource Allocation. Allocate budget and resources for training

programs, workshops, and access to learning materials.

c. Explore Partnerships. Collaborate with educational institutions or

training providers to offer specialized courses relevant to municipal
governance.

3. Promoting Collaboration and Knowledge Sharing

Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 26

 Objective: Foster a collaborative environment where employees

share knowledge and best practices.

 Actions:
a. Establish Communities of Practice. Create forums or teams
where employees from different departments can share expertise
and collaborate on projects.

b. Peer Learning Initiatives. Encourage mentoring relationships and

peer-to-peer learning opportunities.

c. Cross-Departmental Projects. Promote cross-functional teams to

tackle complex challenges and promote interdisciplinary learning.

4. Implementing Learning Initiatives

 Objective: Integrate learning into daily workflows and operational

practices.

 Actions:
a. Develop Learning Programs. Design training modules,
workshops, and seminars tailored to the needs identified in the
assessment.

b. Blend Learning Approaches. Offer a mix of online learning,

classroom training, on-the-job learning, and experiential learning
opportunities.

c. Feedback Mechanisms. Establish mechanisms for feedback and

evaluation to assess the impact of learning initiatives and make
necessary adjustments.

5. Creating a Supportive Learning Environment

 Objective: Cultivate a culture of openness, curiosity, and

continuous improvement.

 Actions:
a. Promote Psychological Safety. Encourage open communication,
constructive feedback, and tolerance for experimentation and risk-
taking.

b. Recognition and Rewards. Acknowledge and celebrate

achievements in learning and innovation through awards,
certificates, or public recognition.

c. Continuous Improvement. Regularly review and update the

action plan based on feedback and evolving organizational needs.
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 27

6. Monitoring and Evaluation

 Objective: Measure the effectiveness of the learning culture action

plan and its impact on organizational performance.

 Actions:
a. Performance Metrics. Define key performance indicators (KPIs)
related to employee engagement, skill development, service
delivery improvements, and community impact.

b. Feedback Loops. Gather feedback from employees, stakeholders,

and residents on their perceptions of the learning culture and its
outcomes.

c. Review and adjust. Conduct periodic reviews to assess progress,

identify barriers, and make adjustments to the action plan to ensure
continuous improvement.

7. Communication and Engagement

 Objective: Ensure transparent communication and active

engagement throughout the implementation of the learning culture
action plan.

 Actions:
a. Communication Strategy. Develop a communication plan to
regularly update employees and stakeholders on learning initiatives,
successes, and upcoming opportunities.

b. Engagement Activities. Organize town hall meetings, workshops,

or focus groups to solicit input, address concerns, and build
enthusiasm for learning efforts.

c. Internal Campaigns. Launch internal campaigns or awareness

programs to reinforce the importance of learning and its connection
to organizational goals.

By following this action plan, a local government unit can create a vibrant
learning culture that enhances employee skills, fosters innovation in
service delivery, and ultimately improves the quality of life for its
residents through effective governance and community engagement.

References:
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration, Major in Public Governance
 28

1. Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of The
Learning Organization. Doubleday.
2. Garvin, D. A. (1993). Building a Learning Organization. Harvard
Business Review.
3. Watkins, K., & Marsick, V. (1993). Sculpting the Learning Organization:
Lessons in the Art and Science of Systemic Change. Jossey-Bass.
4. Pedler, M., Burgoyne, J., & Boydell, T. (1997). The Learning Company: A
Strategy for Sustainable Development. McGraw-Hill.
5. Argyris, C., & Schön, D. A. (1978). Organizational Learning: A Theory of
Action Perspective. Addison-Wesley.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration, Major in Public Governance