The Learning Organization.

people continually expand their capacity to create the results they truly desire; new and expansive patterns of thinking are nurtured; collective aspiration is set free; and people are continually learning how to live together.

Source: Adapted from Peter Senge (1992)

The "Learning Organization" in The Fifth Discipline: The Art and Practice of the Learning Organization .Peter Senge (1990)He describes the organization as an organism with the capacity to enhance its capabilities and shape its own future. A learning organization is any organization (e.g. school, business, government agency) that understands itself as a complex, organic system that has a vision and purpose. It uses feedback systems and alignment mechanisms to achieve its goals. It values teams and leadership throughout the ranks.

Adaptive & Generative learningFor a learning organization it is not enough to survive. Survival learning or what is more often termed adaptive learning is important & necessary. But for a learning organization, adaptive learning

must be joined by generative learning, learning

that enhances our capacity to create .

Systems thinking the cornerstone of the learning organizationPeter Senge argues that one of the key problems-is that rather simplistic frameworks are applied to what are complex systems. We tend to focus on the parts rather than seeing the whole, and to fail to see organization as a dynamic process. A better appreciation of systems will lead to more appropriate action. The systems viewpoint is generally oriented toward the long-term view.

Personal mastery

Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning. But without it no organizational learning occurs Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively It goes beyond competence and skills, although it involves them. People with a high level of personal mastery live in a continual learning mode.

Mental models.

These are deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action . To develop the ability to reflect-in- and on-action. The discipline of mental models starts with turning the mirror inward; learning to unearth our internal pictures of the world,

Building shared vision

Peter Senge starts from the position that if any one idea about leadership has inspired organizations for thousands of years, its the capacity to hold a shared picture of the future we seek to create Such a vision has the power to be uplifting and to encourage experimentation and innovation. It can also foster a sense of the long-term, something that is fundamental to the fifth discipline. When there is a genuine vision ,people excel and learn, not because they are told to, but because they want to. But many leaders have personal visions that never get translated into shared visions that galvanize an organization

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 . People need to be able to act together. When teams learn together, not only can there be good results for the organization, members will grow more rapidly than could have occurred otherwise. The discipline of team learning starts with dialogue, the capacity of members of a team to suspend assumptions and enter into a genuine thinking together.

Leading the learning organization

Peter Senge argues that learning organizations require a new view of leadership. He sees the traditional view of leaders (as special people who set the direction, make key decisions and energize the troops as deriving from a deeply individualistic and non-systemic worldview In a learning organization, leaders are responsible for building organizations where people continually expand their capabilities and responsibilities for learning.

Components of a Learning Org.

Building a shared vision Team learning Systematic problem solving Experimentation Learning and Sharing Transfer of Knowledge

Knowledge is the competitive advantage

Its Systems support employees in Acquiring ,Creating, Analyzing, and Transferring knowledge to others. Employees modify their behavior to reflect new knowledge. Requires a focused Support System and infrastructure that can capture and deploy learning

Knowledge work analysis

Peter Drucker - The Knowledge Worker - 1966

Drucker predicted that the major changes in society would be brought about by information. He argues that knowledge has become the central, key resource that knows no geography. According to him, the largest working group will become what he termed knowledge workers. Every knowledge worker in modern organization is an "executive" if, by virtue of his position or knowledge, he is responsible for a contribution that materially affects the capacity of the organization to perform and to obtain results. - Peter Drucker in The Effective Executive (1966)

Culture

a learned assumption on which people base their daily behavior the way we do things around here Drives the orgz, its actions & results Guides how employees, think, act and feel. Operating system of the orgz. Organizational DNA

Building Blocks

Openness and trust Managed differences Simplicity and Focus. Playing to peoples strengths

High Performance Culture

Leaders articulate a strategic framework of mission, vision and values, strategic goals Critical Measurable priorities constantly assessing the Ext. and Internal environments Adopting a coaching style of leadership Supportive and healthy cultures which attract & retain talent

Learning , Motivation & Performance

Effective Training practices are developed from theories and theoretical constructs that describe how learning occurs and what motivates people.

Knowledge management IkujiroNonaka (1997)

Knowledge management can be viewed from two perspectives: Knowledge can be viewed as "Knowledge = Object" which relies upon concepts from "Information Theory" in the understanding of knowledge. These researchers and practitioners are normally involved in the construction of information management systems, reengineering, etc. This group builds knowledge systems, while the next group changes the way we use knowledge, which ultimately changes human behavior.