Developing a Learning Organization
Developing a Learning Organization
Education is a very fundamental sector of development in any country and countries all over the world are striving to create educational institutions that produce the best in any field of learning. Education plays a very critical role in determining the health of a nation, the economy, politics, and policies made in a country and that determines the growth and the development that a country can pull. All over the world, there is continuous enhancement and sprouting of organizations as they struggle to better themselves and achieve an edge.
This topic can be wide and long, actually, it is, and at times it seems like though a program per month is required so as to keep up. Unfortunately, the number of failures is more than the successes and perfection have remained upsettingly low. Why? The reason is that the majority of companies have failed to catch the bare truth. Unceasing enhancement needs a commitment to learning. After all, the organization improves by learning something new first, finding solutions to problems, introducing a product, and reengineering of the implementation processes so as to see a new light in the world. Without learning, companies and even individuals stick to the same old ways. Improvement has been a challenge to many companies and organizations and this has made many companies lose their competitiveness in the market. To solve this problem one of the best easy is to create learning organizations that specifically focus on creating and offering knowledge to companies to assist them to have continuous improvement.
Definition, Management, and Evaluation
Scholars are partial to be blamed. The discussion they give of what a learning organization has oftentimes been reverent and utopian, packed with almost preternatural terminologies. Paradise is just around the corner, they will have you believe. A learning organization can be defined as a place where people repeatedly enlarge their ability to make outcomes as they truly want them to be, a place where new and extensive designs of thinking are fostered, where inclusive ambition is set free and a place where people are unceasingly learning how to learn together. To achieve this goal one has to master “technologies” like systems thinking, mental prototypes, shared vision, individual mastery and team learning (Baldwin, 2016).
Learning organizations are experts at five major activities: systematic problem, testing of the new methodologies, learning from past experiences, gaining knowledge from good experiences of other people, quick transmitting of knowledge and efficiency within the organization. Each of those activities comes along with a specific mindset, its tool kit and a pattern of manners. By developing systems and procedures that offer support to these deeds and then integrating them excellently into the moral fabric of each day operation, companies, institutions, and organizations are able to manage their learning more successfully.
i. Systematic Or Methodical Problem Solving
The most fundamental part of this relies on the principles and the techniques that are applied to quality enhancement (Tallott & Hilliard, 2016). Its basic concepts that are applicable include the following:
• Depending on scientific methodologies to diagnose problems rather than applying of guesswork or assumptions
• Enquiring of the right data and information as the foundation of making all decisions
• Making use of simple statistical tools like histograms, Pareto charts etc. to consolidate data and create inferences
The program focuses basically on problem-solving methodologies, the use of exercise and practical examples. The tools are reasonably straightforward and well communicated; the right mindset is, however, is more hard to create. Efficiency and meticulousness are vital to learning.
This entails the use of scientific methodologies in a syntagmatic way to find and test new knowledge. Normally experimentation is inspired by the opportunity and enlarging horizons but not the current challenges (Tallott & Hilliard, 2016). Experimentation involves two arrangements: ongoing programs that entail a lasting series of small experimentations that are made to yield incremental results in knowledge and one-of-a-kind demonstration projects.
iii. Learning From Previous Experiences
Companies should review their successes and failures they have had before and analyze them in a systematic way then record the lessons in an open place where employees can have access and read. Research done on more than a hundred and fifty products indicated that knowledge gained from failures is very influential in attaining consequent successes.
iv. Gaining knowledge from others
All learning doesn’t have to be from analysis and reflection, sometimes the most powerful insights can be from viewing outside sources out of one’s immediate environment so as to acquire innovative perceptions. Enlightened managers are aware that even companies in completely different fields can be fertile sources of concepts and innovations.
v. Transmitting of knowledge
Concepts and information spread faster and have a huge impact if they are spread widely within an organization rather than being held by a few individuals. This can be achieved through various mechanisms like visiting sites, employees’ rotation programs, oral or written communication, though training initiatives, and standardization initiatives among others (Serrat, 2017).
Lack of continuous learning prevents improvement and this has wide-reaching impacts on organizations, businesses, institutions, companies and even government. To eliminate thing problems, creating learning organizations can where leaders and employees can acquire new knowledge to assist them to have a shift of focus to continuous improvement is very essential and should be embraced by every individual.
Baldwin, M. (2016). Social work, critical reflection and the learning organization. Routledge.
Serrat, O. (2017). Building a learning organization. In Knowledge solutions (pp. 57-67). Springer, Singapore.
Tallott, M., & Hilliard, R. (2016). Developing dynamic capabilities for learning and internationalization: A case study of diversification in an SME. Baltic journal of management, 11(3), 328-347.