Organizational learning

-Organizational learning is an area of

knowledge within organizational theory that
studies models and theories about the way an
organization learns and adapts.

-learning is a characteristic of an adaptive

organization.

“A process of detecting and correcting error”

(Argyris,1977)
Learning

 Learning is acquiring new knowledge,

behaviors, skills, values, preferences or 
understanding, and may involve synthesizing
different types of information.

The ability to learn is possessed by humans,

animals and some machines.
Organizational learning Models-

 Argyris and Schön were the first to propose models

that facilitate organizational learning; others have
followed in the tradition of their work:

1. Argyris & Schon (1978) distinguished between

single-loop and double-loop learning, related
to Gregory Bateson's concepts of first and second
order learning.

In single-loop learning, individuals, groups, or

organizations modify their actions according to the
difference between expected and obtained outcomes.

Double loop learning is the learning about single-

loop earning.
 Single-loop learning is undertaken in line
with explicit practices, policies and norms of
behaviour. Learning involves detecting and
correcting deviations and variances from
these standards.

 Double-loop learning involves reflection on

the appropriateness of underlying practices,
policies and norms. This approach addresses
the basic aspects of an organisation, such
that the same things are not done in
response to changing contexts.

 Triple-loop learning represents the highest

form of organizational self-examination. It
involves questioning the entire rationale of
an organisation, and can lead to radical
transformations in internal structure, culture
and practices, as well as in the external
context.
Continue…….

2. Kim (1993) He analyzes all the possible breakdowns in the

information flows in the model, leading to failures in
organizational learning;

3. Nonaka & Takeuchi (1995) developed a four stage spiral

model of organizational learning.

 Externalization- The tacit knowledge of key personnel

within the organization can be made explicit.

Tacit knowledge is personal, context specific, subjective

knowledge.

Explicit knowledge is codified, systematic, formal, and easy

to communicate.
Continue…..

 Socialization-to denote the sharing of tacit knowledge.


Internalization-The reverse process (from explicit to implicit).

 Combination- to denote the dissemination of codified knowledge.

 

According to this model, knowledge creation and organizational learning

take a path of socialization, externalization, combination, internalization,
socialization, externalization, combination . . . etc. in an infinite spiral.
Continue……..
 Common (2004) discusses the concept of
organizational learning in a political environment to
improve public policy-making.

 The author details the initial uncontroversial reception

of organizational learning in the public sector and the
development of the concept with the learning
organization.
The Creation of a Learning
Culture

 Organizations must assess the applicability of organizational learning

towards their corporate structure.

 Organizations must self-reflect and ask themselves why they wish to learn.

 Senior management must explain the organizational and personal benefits

of learning to organizational members.

 A redefinition of organizational culture may have to occur towards one of

sustainable collective cognitive development.
Action learning

 Action learning is a process where the participant studies their

own actions and experience in order to improve performance.

 This concept is close to learning-by-doing and teaching through examples

and repetitions.

 According to Confucius-

 i hear and i forget ; i see and i remember ; i do and i understand.

Collaborative learning 

 Collaborative learning is a situation in which two or more people learn

or attempt to learn something together. More specifically, collaborative

learning is based on the model that knowledge can be created within a

population where members actively interact by sharing experiences and

take on asymmetry roles.

learning community
 A learning community is a group of people who
share common values and beliefs, are actively
engaged in learning together from each other.

our key factors that defined a sense of community:

(1) membership,
(2) influence,
(3) fulfillment of individuals needs and
(4) shared events and emotional connections. 
learning organization

 A learning organization is the term given to a

company that facilitates the learning of its
members and continuously transforms itself.

 A learning organization has five main features;

 systems thinking,

 personal mastery,
Systems Personal
Thinking Mastery
 mental models,
Team Mental
Learning Models
 shared vision
Shared
 Vision
team learning.
Systems thinking
 Learning organizations use this method of
thinking when assessing their company and
have information systems that measure the
performance of the organization as a whole
and of its various components.

 Systems thinking states that. all the

characteristics must be apparent at once in
an organization for it to be a learning
organization. If some of these characteristics
is missing then the organization will fall short
of its goal.
Personal mastery
 The commitment by an individual to the process of
learning is known as personal mastery.

 Here is a competitive advantage for an organisation

whose workforce can learn quicker than the
workforce of other organizations.

 Individual learning is acquired through staff training

and development, however learning cannot be
forced upon an individual who is not receptive to
learning.
Mental models
 The assumptions held by individuals and
organizations are called mental models.

 In creating a learning environment it is

important to replace confrontational attitudes
with an open culture  that promotes inquiry
and trust. To achieve this, the learning
organization needs mechanisms for locating
and assessing organizational theories of action.

 Unwanted values need to be discarded in a

process called ‘unlearning’. Wang and
Ahmed refer to this as ‘triple loop learning.
Shared vision
 The development of a shared vision is important in
motivating the staff to learn, as it creates a common
identity that provides focus and energy for learning.
Team learning
 The accumulation of individual learning
constitutes Team learning.

 The benefit of team or shared learning is that staff

grow more quickly and the problem solving capacity
of the organization is improved through better access
to knowledge and expertise therefore team members
must develop open communication, shared meaning,
and shared understanding.

 Learning organizations typically have excellent

knowledge management structures, allowing
creation, acquisition, dissemination, and
implementation of this knowledge in the
organisation.
Benefits
 The main benefits are-

 Maintaining levels of innovation and remaining

competitive

 Being better placed to respond to external pressures

 Having the knowledge to better link resources to

customer needs

 Improving quality of outputs at all levels

 Improving corporate image by becoming more

people oriented

 Increasing the pace of change within the

organization
Barriers

 In some organizations a lack of a learning culture can

be a barrier to learning.
An environment must be created where individuals can
share learning without it being devalued and ignored,
so more people can benefit from their knowledge and
the individuals becomes empowered.

 Organizational size may become the barrier to internal

knowledge sharing. When the number of employees
exceeds 150, internal knowledge sharing dramatically
decreases because of higher complexity in the formal
organizational structure, weaker inter-employee
relationships, lower trust, reduced connective efficacy,
and less effective communication .
Knowledge management

 Knowledge management includes knowledge generation, the formalization

of knowledge, storage of knowledge, diffusion of knowledge and the co-
ordination and control of knowledge.

Knowledge generation
Knowledge Knowledge Knowledge
or Knowledge storage
formalisation transferability dif usion
absorption
 Organizational learning is dependent upon
knowledge management.

 The subsections of knowledge management are

prerequisite if organizational learning is to occur.

 Organizational learning looks at the absorption of

knowledge from outside the firm and its diffusion
inside the firm.

 Knowledge acquired from a competitor-partner is

valuable only after it is diffused through the firm
and applied to commercial ends. It is therefore
necessary that firms develop the ability to
assimilate knowledge and learn from its partners.

 This is dependent upon the firm’s absorptive

capacity i.e. the firm’s ability to learn.
THANK YOU