4. Call for the ‘Learning Organization’
Challenges and Pressures
The changing nature of work
Competitive challenge of global economy
Increasing pace and unpredictable change
Policy, Law and Regulations
6. OL is the capacity of an organization to gain insight
from its own experience, the experience of others,
and to modify the way it functions according to such
insight. (Shaw&Perkins)
OL means the process of improving actions through
better knowledge and understanding. (Fiol&Lyles)
LO is an organization that continually improves by
readily creating and refining the capabilities needed
for success. (Wick)
7. LO, systematically defined, is an organization which
learns powerfully and collectively and is continually
transforming itself to better collect, manage, and
use knowledge for corporate success. It empowers
people within and outside the company to learn as
they work. Technology is utilized to optimize both
learning and productivity. (Marquardt, 1996)
"an organization which facilitates the learning of all
its members and continuously transforms itself.
(Pedler M., Boydell T. and Burgoyne J., 1989)
8. LO, according to Senge
(1990)
where people continually expand their
capacity to create results they truly desire,
where new and expansive patterns of
thinking are nurtured, where aspiration is
set free,
and where people are continually learning
how to learn together.
9. Mapping ‘LO’
Process
Organizational Learning
Learning Organization
Theory Practice
Organizational Knowledge
Knowledge Management
Content
11. ‘ ’
Learning is “the ability to assimilate new ideas from others and
from past experience and to translate those ideas into action
faster than a competitor can.”
13. ...
,
,
,
“ ”
Source: Senge, P. (1990) The Fifth Discipline: The Art and Practice of The Learning Organization.
14. (Personal mastery)
(Building shared vision)
(Mental model)
(Team learning)
(Systems thinking)
Source: Senge, P. (1990) The Fifth Discipline: The Art and Practice of The Learning Organization.
15.
16. PERSONAL MASTERY
First, one must define
what one is trying to
achieve (a goal). ( )
Second, one must have a
true measure of how close
one is to the goal. (
)
(Senge, 1990)
1990)
17. Building Shared Vision
‘People with common purpose
can learn to nourish a sense of
commitment in a group or
organization by developing
shared images of the future
they seek to create and the
principles and guiding
practices by which they have
to get there’.