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8/13/2019 Lecture 6 Learning Org
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DELIVERING CUSTOMER
VALUE
Learning Organisation
8/13/2019 Lecture 6 Learning Org
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Module Code and Module Title Title of Slides
Learning Organisation
organizations where people continuallyexpand their capacity to create the resultsthey truly desire, where new andexpansive patterns of thinking arenurtured, where collective aspiration is setfree, and where people are continuallylearning to see the whole together. (PeterSenge, 1990)
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Module Code and Module Title Title of Slides
"The essence of organisational learning is theorganisation's ability to use the amazing mentalcapacity of all its members to create the kind ofprocesses that will improve its own" NancyDixon (1994)
A model of strategic change in which everyoneis engaged in identifying and solving problemsso that the organisation is continuouslychanging, experimenting and improving, thusincreasing its capacity to grow and achieve its
purpose. (Rowden, 2001)
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Module Code and Module Title Title of Slides
Requires Trust, consistency, attitude of inquiryHigh levels of communicationConcern for interdependencies & interrelationships
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Module Code and Module Title Title of Slides
M. Pedler al: The LearningCompany - 11 characteristics
Adopt a learning approach to strategy Participative policy making Informating (Information Systems) Formative accounting valuing, self-responsibility,
appraisal, targeting, resourcing and review Internal exchange (client-server relationships) Reward flexibility Roles and flexible, matrix structures Boundary workers as intelligence agents
Company-to-company learning Learning climate Self-development opportunities for all
http://sol.brunel.ac.uk/bola/culture/learnco.html
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Module Code and Module Title Title of Slides
Pedler stresses that
the model is a simplification, symbolic rather than concrete, not
complete or rigid, not sequential So what is it then
a paradigm of discourse? A state of being?
starts with strategy, ends with creation of learningopportunities & bubbling.
Flowery, metaphorical talk of ecological flows, energies, life
forces & balances
"vertical & horizontal loop energy flows providinglinkages between individual & collectiveactivity/change + dynamics between vision & action" .
8/13/2019 Lecture 6 Learning Org
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8/13/2019 Lecture 6 Learning Org
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Five Disciplines - expanded
Systems thinking mind shift & understanding change processes. feedback to reinforce/counteract action. recognise recurring structures remove root causes/problemsPersonal Mastery personal competence and vision developing patience to look at reality objectivelyMental Models changing ingrained assumptions about influencing factors.Shared Vision use instincts, intuition by sharing personal vision pictures of the futureTeam Learning dialogue, discussion, group relationships accelerate org. learning thru. Synergy 2+2=5
8/13/2019 Lecture 6 Learning Org
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Reality and Problems? Personal Mastery
Making It Work Managers must
redefine their job provide the right conditions for
employees to be proactive Generating a sense of purpose
The Tricky Part Resistance to PM due to
difficulty in quantifying results Ideas behind PM have been
heard before People forced to develop PM
- may do more harm thangood
How can this beoperationalised?
Evidence of ithappening well?
8/13/2019 Lecture 6 Learning Org
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Reality and Problems? Mental Models
Making It Work
Skills learnt must be put into regular practice
continually challenged Strong role of manager to
integrate mental modellingand systems-thinking skills
The Tricky Part
Managers not always very skilledin implementing new ideas
People find it difficult to challengeassumptions they believe to bethe case
Some people act in routinisedways when they are at work
How can this beoperationalised?
Evidence of ithappening well?
8/13/2019 Lecture 6 Learning Org
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Reality and Problems? Shared Vision
Making It Work
the focus and energy forlearning
put together by many not afew
better when consideredintrinsically at theorganisational level.
The Tricky Part
Compliance not commitment Extrinsic visions are usually
personally held and are defensive Vision is usually top-down - do not
have as good an affect as theyshould.
How can this beoperationalised?
Evidence of ithappening well?
8/13/2019 Lecture 6 Learning Org
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Reality and Problems? Team Learning
Making It Work
Everyone must pull in thesame direction
Teams must master the art
of dialogue and discussion Conflict can still appear in
good team learning BUT essentially a unitary
frame of reference
The Tricky Part
practice, and consistency, noquick fixes
boredom sets in open minded with ones own
views and the views of others
How can this beoperationalised?
Evidence of ithappening well?
8/13/2019 Lecture 6 Learning Org
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Reality and Problems? Systems Thinking
Making It Work
Management must understand concepts
to put into place look at the whole
picture, not snapshots in time
provide the right
workplace conditions
The Tricky Part
People find it hard to see thewhole pattern of change
takes time to see newlyinitiated ideas work easier to learn at an early
stage rather than uncoupletangled messes
How can this beoperationalised?
Evidence of ithappening well?
h b
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Inhibitors to Becoming aLearning Organisation
Operational / Fire -fighting Short term fixes rather than long-term solutions How to focus on embedded systems and processes
Reluctance to train (or invest in training) Too many hidden personal agendas Tension between top-down order and bottom up anarchy Management exasperation? The knee-jerk reaction to Theory Y failure?
8/13/2019 Lecture 6 Learning Org
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Hot air, recursive polemic?
The LO characteristics become
an energetic, normative, persuasive device for those wishing tomanage change.
a professional "change agents'" model? Independent of thecontext or analysis of change processes? prescriptions - commitments to flexible, self-managing,
incremental, experimental, participative activities ? ethically correct, personal values model?
How well does down-sizing and asset stripping fit in?
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Training by its nature pre- specifies outcomes.A planned process to modify attitude, knowledge, or skillbehaviour through learning experience to achieve effectiveperformance in an activity or range of activities. Its purpose,in the work situation, is to develop the abilities of theindividual and to satisfy the current future
Manpower Services Commission, 1981
Training
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It is glib to talk of a learning organisation. The conceptis gloss and elusive. Demonstrating it in action is moredifficult . Almost anything could be presented to saythat a L-organisation exists and operates yet manycould also present instances to refute the proposition. Discuss.
Questions