Organization Learning
Learning has become an important tool of individual behavior is an organization. It depends upon one's personality perception and situation. The learning process and its outcome are motivation factors in an organization. Learning shapes human behavior employees may learn knowingly or unknowing in the organization. Learning is a relative permanent change in behavior that occurs as a result of experience.
The concept of a learning organization has become popular since organizations want to be more adaptable to change. Two of the most noteworthy contributors to the field of organizational learning theory have been Chris Argrys and Donald Schon. It is a product of organizational inquiry. This means that whenever expected outcome differs from actual outcome, an individual will engage in inquiry to understand and, if necessary, solve this inconsistency. In the process of organizational inquiry, the individual will interact with other members of the organization and learning will take place. Learning is a dynamic concept and it emphasizes the continually changing nature of organizations. The focus is gradually shifting from individual learning to organizational learning.
Learning is essential for the growth of individuals; it is equally important for organizations. Since individuals form the bulk of the organization, they must establish the necessary forms and processes to enable organizational learning in order to facilitate change.
Organizational Learning Theory
The three levels of learning which may be present in the organization:
- Single loop learning: This occurs when errors are detected and corrected and firms continue with their present policies and goals. It has also been referred to as "Lower-Level Learning" "Adaptive Learning" and "Non-Strategic Learning" E.g. when sales are down, marketing managers inquire into the cause, and tweak the strategy to try to bring sales back on track.
- Double loop learning: Learning that results in a change in theory-in-use. The values, strategies, and assumptions that govern action are changed to create a more efficient environment. It is also called Higher-Level Learning, Generative Learning and Strategic Learning. In the above example, managers might rethink the entire marketing or sales process so that there will be no (or fewer) such fluctuations in the future.
- Deuteron learning: Learning about improving the learning system itself. This is composed of structural and behavioural components which determine how learning takes place. Essentially deuteron learning is therefore "learning how to learn."
Organizational learning focused on five core disciplines, or capacities:
- Systems thinking are the art of seeing the world in terms of wholes, and the practice of focusing on the relationships among the parts of a system. In this discipline, people learn to better understand interdependency and change, and thereby to deal more effectively with the forces that shape the consequences of our actions. Systems thinking are based upon a growing body of theory about the behavior of feedback and complexity-the innate tendencies of a system that lead to growth or stability over time.
- Team learning is what happens when a group of people working on something together experiences that rare feeling of synergy and productiveness that happens when you're "in the groove." This is a discipline of group interaction. Through techniques like dialogue and skilful discussion, teams transform their collective thinking, learning to mobilize their energies and ability greater than the sum of individual members' talents. The icon symbolizes the natural alignment of a learning-oriented team as the flight of a flock of birds
- Shared vision emerges when everyone in an organization understands what the organization is trying to do, is genuinely committed to achieving that vision, and clearly grasps how his or her role in the organization can contribute to making the vision real. This collective discipline establishes a focus on mutual purpose. Practicing this discipline involves knowing how all the parts of the organization work together and being clear about how your own personal goals align with those of your organization.
- Mental models are the deep beliefs and assumptions we hold about how the world works. These models shape the decisions we make in life, the actions we take in response to events, and the ways in which we interpret others' behavior. Practicing this discipline involves surfacing and testing your deepest assumptions and beliefs, and helping others do the same.
- Personal mastery is the art of identifying what mark you want to leave on the world during your lifetime. That is, what's your unique purpose in life, and how do you want to go about fulfilling that purpose? Practicing this discipline involves some honest exploration of your own life experiences and desires and a willingness to take some risks.
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