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Category: Articles » Business » Management » Article » Article Code

Building A Learning Organisation - Part 2

...continued from Part 1 3. BUILDING SHARED VISION. Senge sees this as 'the capacity to hold a shared picture of the future we seek to create. 'When there is a genuine vision (as opposed to the all-to-familiar 'vision statement'), people excel and learn. To create a shared vision, large numbers of people within the organisation must draft it, empowering them to create a single image of the future. With a shared vision, people will do things because they want to, not because they have to. 4. TEAM LEARNING. Such learning is viewed as 'the process of aligning ... read more

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...continued from Part 1

3. BUILDING SHARED VISION. Senge sees this as 'the capacity to hold a shared picture of the future we seek to create. 'When there is a genuine vision (as opposed to the all-to-familiar 'vision statement'), people excel and learn. To create a shared vision, large numbers of people within the organisation must draft it, empowering them to create a single image of the future. With a shared vision, people will do things because they want to, not because they have to.

4. TEAM LEARNING. Such learning is viewed as 'the process of aligning and developing the capacities of a team to create the results its members truly desire. '

It builds on personal mastery and shared vision, but these are not enough. People need to be able to act together, as virtually all important decisions occur in groups. Adults learn best from each other and with team learning, the learning ability of the group becomes greater than the learning ability of any individual in the group.

5. SYSTEMS THINKING. The cornerstone of any learning organisation is this fifth discipline. This is the ability to see the bigger picture, to look at the interrelationships of a system as opposed to simple cause-effect chains.

Systems thinking shows us that the essential properties of a system are not determined by the sum of its parts but by the process of interactions between those parts. This is the discipline used to implement the other disciplines. Without it each of the disciplines would be isolated and would fail to achieve its objective.

How to build a learning organisation
 
The challenges facing managers in applying these five disciplines at the workplace are the following: 
 
. Building a sound base 
 
. Apply the Golden Rules

BUILDING A SOUND BASE 
 
Before a Learning Organisation can be achieved, a solid foundation has to be in place. This can be implemented by taking into account the following points.

~ Awareness. Awareness of the benefits of a learning organisation must permeate to all levels not just the management level. A learning culture must be fostered among the employees that survival of the fittest depends on having a knowledgeable workforce. Change should start and be supported from top management and this 'new' culture should be manifested in the commitment to learning, personal development of the individual as well as valuing people and their divergent views.

~ The Environment. The right environment must be in place so that learning can take place. Centralised, mechanistic structures do not create a good environment. Organisations having organic structures are well positioned to develop into a learning organisation. An organic structure places less emphasis on giving and taking orders and more on encouraging managers and subordinates to work together in teams and to communicate openly with each other. Authority, responsibility and accountability flow to employees with the expertise required to solve problems. In a nutshell, a flat organisation, whereby communication can flow in all directions and foster innovation amongst its employees.

~ Leadership. Managers must adopt open communication management styles so that employees will be able to question and come forward with ideas. Understand that mistakes and errors are part of this process and therefore employees should not be in fear of reprimands. Managers must also provide commitment for long-term learning in the form of resources (money, personnel and time). The amount of these resources determines the quantity and quality of learning.

~ Empowerment. Employees should be empowered to take decisions and actions. Let them own the process whilst monitoring all that is happening. Only through motivation and innovation will the employees grow and learn, equal participation should be encouraged so that employees can learn from each other simultaneously. The benefits are for themselves and the organisation.

~ Learning. Company-wide training is to be made available. This may take the form of simulation case studies where brainstorming sessions will be beneficial to all participants.

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