Building Learning Organizations

Nonaka and Takeuchi

1995 1. Proclaim that a company's ability to create, store, and disseminate knowledge is absolutely crucial for staying ahead of the competition in areas of quality, speed, innovation, and price. 2. Companies are often startled to discover the amount of intellectual capital present in the brains of their own employees, what Nonaka (1995) calls "tacit knowledge." 3. Four Patterns a. Tacit to tacit - master to apprentice b. Explicit to explicit - comes from combining and synthesizing existing explicit knowledge, as when the company controller gathers and synthesizes company information c. Tacit to explicit - This pattern of knowledge creation occurs when an individual takes existing knowledge, adds his or her tacit knowledge, and creates something new that can be shared throughout the organization d. Explicit to tacit - This form of knowledge creation takes place when new explicit knowledge is internalized by the members of the organization to create new tacit knowledge

Garvin

2008 leaders will need to build learning communities on three building blocks: a. Safety: psychological safety for employees to share, open b. Concrete Learning: concrete learning processes and practices. For maximum impact, knowledge must be shared in systematic and clearly defined ways. c. Leader Reinforcement: full support of the leaders in their own thinking and behavior.

Stewart and Stewart

(1981)- Learning Facilitation Can Foxes Practice Vocabulary? 1. Learner must see connection between learning task and potential consequences 2. Their must be feedback for improvement to happen 3. Practice is important 4. Help with poor vocabulary where analytical capabilities are impoverished

Reason

(2010) - Leading Learning Organizations Emotional Focus creates a Culture of Vision and Collaboration #1 Harness Emotions. #2 Construct Vision. #3: Define Culture. #4 Maintain Focus. #5 Inspire Collaboration.

Senge

1. A Shared Vision 2. Mental Model 3. Personal Mastery 4. Team learning 5. System Thinking

Benefits of Learning Organizations...

1. Grant (1996) - organizations that learn better and faster will have a better chance at long term success against their competitors 2. Garcia-Morales et al (2012) - learning activities within companies will increase their ability to be innovative in today's rapidly changing business environment.

Easterby -Smith

1. Technical 2. Social - learn from interactions of more experienced employees

March and Olsen

1976) - Model of organizational Learning cycle 1. Individual beliefs 2. Individual actions 3. Leads to org. action 4. Produces environmental responses that lead to... 5. Individual beliefs which initiate a new set of actions

Kiechel (1990)

1990) learning vs. traning. With training, the organization supplies information to employees; with learning, the organization encourages employees to wonder, question, and find their own answers

Rijal

2015 Leaders of LO need to be flexible, adaptable and creative. leaders within learning organizations will look different from more traditional forms of management that tend to focus on top-down, rules-driven methods. Learning leaders will need to be more flexible, adaptable and creative in their styles as well as they are willing to take the risk. Contemporary leaders of learning organizations will possess adaptive and flexible attributes that brings out the best in their employees and takes advantage of learning to improve organizational performance

Marquardt on OL characteristics

Action Learning - solving real problems while focusing on what was learned\ Learning Organizations: 1. Continuous 2. Creative 3. Companywide 4. Core Competencies 5. Access to data 7. Core competencies

Outline

BBD 1. Definitions 2. Benefits 3. Building

Maintain Focus (Reason)

Because of the increasing amount of complexity within contemporary learning organizations, the need for focus will continue to be a high priority. Reason (2010) pointed out the problem of overload for followers. Effective leaders help reduce stress for their co-workers by helping them with key learning focal points and not requires them to focus on everything (Reason, 2010).

Building Outline

FLCD 1. Fascilitation 2. Leading 3. Changing/Transformation 4. Designing and Empowering

Leading Learning Organizations Theorists

GR (2)AMPS 1. Antanacopolou 2. Marquardt 3. Reason (2010) 4. Rijal (2015) 5. Senge 6. March and Olsen 7. Garvin

Mental Models (Senge)

It describe the presumptions and generalizations people have which influence their actions. Mental models pertain more to the assumptions and perceptions employees have of the company's purpose and objectives (Senge, 2006). Senge (1991) argued that the familiar and deeply held mental models we possess may limit our ways of thinking and behaviors. In fact, employees may not even be aware of ways their mental models affect their work choices. According to Senge (2006), employees need to be able to adapt to new models as their surroundings change. Argyris' (1976) double loop learning model may help leaders in this area. The first step in having people change their Mental Models is to have people reflect on their own behavior and beliefs. One of the mental models in every organization is the official hierarchy. Personal values can overcome the shortcomings of hierarchical power. One important Value Senge describes is openness. One part of openness is to quit playing ´power games´ and be open and honest about what your real needs are.

Definition Outline

LEMOnS - K 1. Organizational Learning (Argyris and Schon) 2. Learning Organizations (Marquardt) 3. Easterby-Smith (Technical and social) 4. Keichel 5. Senge 6. Marquardt

Marquardt on defining OL and LO

LO focuses on the WHAT (systems, principles,characteristics of orgs.) OL focuses on HOW LO occurs ( skills and processes of building and utilizing knowledge)

Antanacopolou

Learning managers seek to develop and improve themselves by being C- RISE 1. Resourceful 2. Self-directed 3. Inquisitive 4. Creative. 5. Emotionally aware

Define the Culture (Reason)

Learning organization leaders realize the power of the surrounding environment for students. Without a well-constructed learning culture, unhealthy elements such as fear and stress may fill the vacuum (Reason, 2010). Though the construction of a well-defined environment is an ongoing process, elements such as relaxed alertness, mental representation, disconnects and consolidation will go a long way toward needed change (Reason, 2010).

Inspire Collaboration (Reason)

Learning organization leaders who value collaboration may find themselves in opposition to the isolationism that has guided so many schools (Reason, 2010). Teams provide an excellent strategy for stimulating individual and group learning (Reason, 2010). By empowering work teams and holding them accountable, they have the potential of solving problems and producing better solutions that working alone.

Stewart and Stewart on manager's blocks to learning

Manager learning inhibited by (Stewart and Stewart,1981) a. Forgotten or never learned the skills b. If it exposes or threatens them c. Try to achieve too much at one time

Changing/Transformation

Marquardt 1. Vision for learning 2. Culture - valuing and rewarding learning, trust and autonomy 3. Structure - Flat, Streamlined Hierarchy, Small Units That Think Entrepreneurially 4. Strategy - Align Organizational Learning with Business and Personal Success

Construct Vision (Reason)

One of the consistently important tasks of leaders is the construction and refinement of a collaborative vision (Reason, 2010). According to Kouzes and Posner (2007) research has unearthed vison as a characteristic of admired leaders across countries, gender, education, cultures, organizations and different age groups. Leaders of learning organizations understand the power of a highly motivated, enthusiastic group of people working towards a common vision.

Organizational Learning - Agryris and Schon

Organizational learning is process by which members detect errors or anomalies and correct them by restructuring organizational theory in use Double loop learning involves identifying and challenging the beliefs and assumptions that underpin the rules. Organizational learning disabilities which causes them to have difficulties in challenging mental models. Double loops allows for innovation

Personal Mastery (Senge)

Personal mastery revolves around the idea of employees seeking to develop their skill sets on a personal and professional level. As they learn new skills, knowledge and attitudes they seek to close the gap between where they are currently and where they want to be. It describes the strength of people to be proactive and keep on learning to continuously achieve results which are important for them. Two factors which are of importance in this discipline are: (1) defining what is important to us (2) being able to see the current reality as it is According to Marquardt (2006), employees within learning organizations are aware of their learning styles, strengths and weaknesses. Through the constant refining and polishing of their craft they move in the direction of becoming "experts" within their field (Marquardt, 2006).

Designing and Empowering

Prelipcean and Bejinaru (2016) suggest : i. Flatter hierarchies ii. Participative decision making

Learning Fascilitation Theorist

She Learns through Many Books 1. Stewart and Stewart (1981) 2. Merriam and Caffrella 3. Brookfield (1986) 4. Learning Acquisition and transfer

Senge on Learning Leaders

System Thinking, is the one discipline that binds the other four and therefore the discipline where the focus of Change Management should be. Three Roles 1. Designs learning processes 2. Teacher who researches and transfers that knowledge on to their followers. 3. Steward who guides and directs the organization according to its purposes and goals. McCauley called for training for competencies in learning orientation, proactive problem solving, critical reflection and open to critical feedback

Marquardt on Systems Learning Model

Systems Learning Organization Model a. People - employees, leaders, customers b. Organization - vision, structure, strategy, culture c. Knowledge - creation, storage, transfer, application (Nonaka and Takeuchi, 1995) d. Technology - managing and enhancing knowledge e. Learning - levels (individual, group), skills (systems thinking, mental models, personal mastery, self-directed, dialogue), types (adaptive, anticipatory)

Team Learning (Senge)

includes two aspects. Effective teamwork leads to results which individuals could not have achieved on their own (1) and individuals within a team learn more and faster than they would have without the team (2). The team members have to be willing to shift their mental models and be open to learn from their colleagues.

Systems Thinking (Senge)

is used to analyze patterns in an organization by looking at it from a holistic viewpoint rather than small unrelated manageable parts. Senge himself describes the elephant metaphor. When you split an elephant in two, you do not have two small elephants which you can take care of. You can only take care of the one complete elephant. An organization is like a living organism and should according to Senge also be managed as one.

Shared Vision (Senge)

means all employees in a company share the same vision of where the organization needs to go (instead of a vision-statement where management has written where the organization should be going). Only when the vision is authentic and shared, employees will automatically participate in the improvement processes to get the company closer to accomplishing its vision. Senge describes a shared vision as follows: People are not playing according to the rules of the game, but feed responsible for the game.

Harness Emotions (Reason)

refers to the emotions as the "lynchpin for learning". Emotions should be utilized to enhance learning. Reason (2010) specifically identifies two emotions that need to be dealt with: fear and stress. Learning organization leaders need to understand that by intentionally working to reduce stress and facing unhealthy fears they can help work towards a healthier environment.