learning organization new

8/8/2019 Learning Organization New

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earningearningOrganizationrganization


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Contents1. Definition of a Learning Organization2. Why to Learning Organizations develop?3. Benefits of being a Learning Organization

4. Characteristics of a Learning Organization 4.1 Systems Thinking 4.2 Personal Mastery 4.3 Mental Model

4.4Shared Vision

4.5 Team Learning

5.Problems/ issues that may be encountered in aLearning Organization

5.1 Organizational barriers to learning

5.2 Individual barriers to learning


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Text Book: The learning organization by Bob Garratt

Reference Books: The fifth discipline learning organization

by Senge, Peter. M

Sculpting the learning organization byWatkins, Karen E.


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Definition A learning organization is the term given to

a company that facilitates the learning of itsmembers and continuously transforms itself.


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An organization that facilitates thelearning of all its members and continuouslytransforms itself. Pedleret al laterredefined this concept to An organizationthat facilitates the learning of all itsmembers and consciously transforms itselfand its context.


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Organizations where people continuallyexpand their capacity to create the resultsthey truly desire, where new and expansivepatterns of thinking are nurtured, wherecollective aspiration is set free, and wherepeople are continually learning to learntogether.


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vGlobalization

vTotal Quality Management

vInformation Technology

vDiversity

vEthics

1. Challenges FacingModern

Business Organization


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Images and Perceptions of

OrganizationsGareth Morgan

a)Organizations are machines

b)Organizations are biological organisms

c)Organizations are human brainsi. Organizations are stocks of knowledge

ii.Organizations can learn

iii.Organizations are networks

d)Organizations are cultures or subcultures

e)


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e)Organizations are political systemsi. Organizations are arenas where mangers

compete with each other for statusii.Organizations are arenas where outsiders

compete for power over the organizationsactivities

iii.In the Marxist analysis, an organization is but

one of the battle grounds where the classstruggle is conducted

f)Organizations are psychic prisons Living in an organization can create a sense of

psychological dependency on it.

g)Organizations are systems of change andtransformation

h)Organizations are instruments of domination


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2. Change is Inevitable

What is Change?

Definitions:Making things different

To convert to something else

Planned ChangeActivities that are intentional and goal

oriented.

.C h a n g e is th e la w o f n a tu re


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Types of ChangeExternal ChangeDevelopments in technology

Changes in laws

Changes in weather etc.

Internal Change

Change in strategyChange in structure

Change in system


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Drivers of Strategic

Change R e g u la to ry ch a n g e s

R o u tin e e con o m ic d e ve lo p m e n t

In cre a sin g socia ld e ve lo p m e n t

Te ch n o lo g ical d e ve lo p m e n t


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3. Environmental Model


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. ynergy eam ngconcept

Kanter Innovation ModelRosabeth Moss Kanter

Entrepreneurial innovation basedon synergy, strategic alliances andnew-streams.


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Why do Learning Organization

develop? When problems arise in the company, the

solutions that are proposed often turn out to beonly short term (single loop learning) and re-emerge in the future.

1. Change Management 2. Environmental Model

3. Stress Management 4. Trust Control Dilemma 5. Psychological Contract 6. Whistle Blowing


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Benefits of being a Learning

OrganizationThere are many benefits to improving learning capacity

andknowledge sharing within an organization. The main

benefitsare;Maintaining levels of innovation and remaining

competitiveBeing better placed to respond to external pressuresHaving the knowledge to better link resources to

customer needsImproving quality of outputs at all levelsImproving corporate image by becoming more people

orientated


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Characteristics of Learning

Organization

1.Systems Thinking2.Personal Mastery

3.Mental Models

4.Shared Vision

5.Team Learning

A Learning Organization exhibits five;main characteristics


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1. System ThinkingSystem of a rain stormBusiness is also a system

System thinking is a conceptual framework, a

body of knowledge and tools that has been

developed over the past 50 years, to make

the full patterns clearer and to help us see

how to change them effectively.


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System Thinking System thinking, a conceptual framework that

allows people to study businesses as bounded

objects. Learning Organizations employ thismethod of thinking by developing informationsystems to measure the performance of theorganization as a whole and of its various

components. It is the process of predicting, onbasis of anything at all, how something influencesanother thing.


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Systems thinking is a framework that isbased on the belief that the component partsof a system can best be understood in thecontext of relationships with each other and

with other systems, rather than in isolation.(Silo Effect)

If you are not contributing towardsimprovement & development of organization,

you are the part of creating problems.


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Marketing

TotalQualityManagem

entSystem

Design

Purchasing

Production

Warehousing

Distribution / Service

Learning & Knowledge Mngt.

Delighted Customer

TOTAL QUALITY MANAGEMENT (TQM) &

TOTAL ORGANIZATIONAL EXCELLENCE (TOE)


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System ThinkingA system is the functions or activities withinan organization that work together for theaim of the organization.

Subsystems of an organization are linkedtogether as internal customers andsuppliers.

A systems perspective acknowledges theimportance of the interactions ofsubsystems, not the actions of themindividually.

Without systems thinking the seed of

vision false on harsh soil.


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Systems Thinking

Input OutputProcess

People

Technology

Capital

Equipment

Materials

Information

Goods

Services


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FEEDBACK

Comment Card

Customer Questionnaire

Focus Groups

Toll Free Telephone No.Customer Visits

Report Card

Internet & ComputerEmployee Feedback

Customer complaints

CORPORATE


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CORPORATECOMMUNICATION CIRCLE


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sEngineering

.esigned it- / . 1984 1994 T Maker Co

s Operations.ade it

- / . 1984 1994 T Maker Co

s arketinginterpreted.t- / 1984 1994 T Maker Co.

s the ustomer.anted it

- / 1984 1994 T Maker Co.

COMMUNICATION GAP: ProductDesign


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Design Team


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CUSTOMERS NEEDSEXPECTED NEEDS

Are typically what one gets by just askingcustomers what they want.

STATED NEEDSAre the obvious / compulsory requirements. For

example, if meal is served hot, customersbarely notice it. If it's cold or too hot,dissatisfaction occurs. Expected requirements

must be fulfilled.LATENT NEEDS

Beyond the customer's expectations.If provided , customer would be excited

If not ,they would hardly complain


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CONTINUOUS

PROCESSIMPROVEMENT


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InputCustom

erMkt

Proc Sto

re

Prod

Sale

T h e p ro ce ss a p p ro a ch

Organization

Supplier


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.2 Pe rso n a l M a ste ry M a ste ry m ig h t su g g est g ain in g d om in a n ce ov e r.p eo p le are th in g s B u t m a ster can also m e an a

sp e cia l le ve l o f p ro ficie n cy . A master craftsman.d o e s n o t d o m in a te p o tte ry o r w e a vin g

Pe rson a l m a ste ry is th e d iscip lin e o f co n tin u a lly

,cla rifyin g a n d d e e p e n in g o u r p e rso n a l visio n o f

,focu sin g ou r e n e rg ie s of d e ve lo p in g p a tie n ce

a n d o f se e in g re a lity o b je ctive ly


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Personal Mastery Personal mastery is the commitment by anindividual to the process of learning. There is acompetitive advantage for an

organization whose workforce can learnquicker than the workforce of otherorganizations. Individual learning is acquiredthrough staff training and development.

psychological contract


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5.Douglas Mc Gregor

Theory X and Theory Y Theory X

Coercive contract

Inflicting Punishments


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ScenarioA young girl has fallen down from a mango tree andhas bruised her knees. Her father reaches theplace where she fell down and says:

(a)Serves you right! That will teach you not to climbthe tree again.

OR(b) Are you sure you are all right? Please dont

move. Ill carry you to the house.

How will the young girl interpret each of thesestatements? Write her feelings in three sentencesseparately each for (a) and (b).

3 5


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Answers(a)The young girl is badly hurt. She thinksthat her father does not love her andthat he is a hard hearted person. She

will also get rebellious and there is littleroom for improvement in this case.

(b)

(c)In this case, she feels herself to be lovedand protected. She thinks highly of herfather and respects him from the core ofher heart. She would promise not to

repeat such action in future. 3 6

Douglas McGregor's


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Douglas McGregor'sTheoriesTheory X

Spare the rod and spoil thechild

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Douglas McGregor's


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Douglas McGregor'sTheoriesTheory Y

Spare the rod and save thechild

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D l M G '


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Douglas McGregor'sTheoriesContingent Plan

Carrot and Stick Style

39

ideo Hooks


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3. Mental ModelsImages that influence how we understand theworld and how we take action. For example:A coworker dresses elegantly (a country club

person)Someone who dresses shabbily (does not

care about others opinions

Royal Dutch / Shell, one of the first large

organizations to understand the advantagesof excellerating organizational learning (In theearly 1970s Shell was the weakest of the bigseven oil companies; by the late 1980s it was

the strongest.)


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learning ful conversations that balanceinquiry and advocacy, where people

expose their own thinking effectively andbelieve that open thinking influencesothers.

Mental models are the terms given toingrained assumptions held by individualsand organizations. If there are unwanted

values held by the organization, theseneed to be discarded in a process calledunlearning. Wand and Ahmed refer tothis as triple loop learning.


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4. Shared VisionSome measure of greatness in the absence of

goals, values and missions that become

deeply shared throughout the organization.

IBM had Service

Polaroid had instant photography

Ford had public transportation for the masses.

Apple had computing power for the masses.


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People excel and learn, not because they aretold to, but because they want to

Company`s shared vision has revolved around

the charisma of a leader or around a crisisthat galvanizes everyone temporarily


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Shared Vision The development of a shared vision isimportant in incentivizing the workforce tolearn as it creates a common identity that can

provide focus and energy for learning. Learning Organizations tend to have flat,

decentralized organizational structures.vMissionvVision

vCase ScenariovMatrixvHybridvOrganic Structure


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5. Team LearningIf a learning organization were an engineering

innovation, such as the airplane or personal

computer, the components would be called

technologies. For an innovation in humanbehavior the components need to be seen as

disciplines. By discipline does not mean an

enforced order or means of punishment, but a

body of theory and technique that must be

studied and mastered to be put into practice.


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A discipline is a developmental path for

acquiring

certain skills or competencies. As with any

discipline,

from playing the piano to electrical engineering,

some

people have an innate gift but anyone can

develop


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Team Learning Team Learning is the accumulation ofindividual learning. Learning Organizationshave structures that facilitate team learning

with features such as boundary crossing andopenness.

These also have excellent knowledge

management structures, which allow creation,acquisition, dissemination and implementationof this knowledge throughout the organization.


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Proficiency can be developed through practiceand training

Never Say: We are a Learning Organization

rather you Should Say We claim a teamhaving enlightened people


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The 7 Habits of Highly

Effective PeopleWhat is habit?

The intersection of knowledge, skill and desire.

Knowledge? What to do and the why

Skill? How to do

Desire? The motivation or want to do


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Effective People

(Contd.)Be Proactive. Proactive people let carefully thought about ,

selected and internalized values-----how torespond.

Reactive people------conditions, circumstances orenvironment tell how to respond.

It is not what happens to us but our response thatdifferentiates the two behaviors.

Reactive Proactive .There s nothing I can do .Let s look at our alternatives

I Can t I Choose

.Things are getting worse What initiative can we use?

Eff i P l


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Effective People

(Contd.)Begins with the end in Mind.

All things are created twice. Develop a personal philosophy.

.u t F irst T h in g s F irst S e lf m a n a g e m e n trgent ot UrgentI II, -Crises fire fightingPressing problemsDeadline driven projects

,PreventionRelationship building

Recognizing new opportunities,Planning recreation

III IV,Interruptions pressing matters

, ,Some mail calls reports,Some meetings proximate

Popular activities

,Trivia busy workTime wasters

Pleasant activities

Time Management Matrix

Im

portant

N

otImportant

Eff ti P l


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Effective People

(Contd.)Think Win-Win. Win Win is a frame of mind and heart that

constantly seeks mutual benefits in all human

interactions.

Four Steps in Win-Win process See the problem from the others view point Identify the key issues and concerns Determine acceptable results Seek possible options to achieve those results.

Eff ti P l


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Effective People

(Contd.)Seek First to Understand, Then to BeUnderstood.

Empathic listening is key to effective

communicationCoveys three Greek words:

Ethos-------Your personal credibility or character

Pathos-------The empathy you have for other persons communication Logos--------Logic or reasoning part of your presentation

Eff ti P l


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Effective People

(Contd.)Synergy.Sharpen the Saw (Renewal)

Four dimensions nature. Physical Spiritual Mental Social/emotional


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LQ or Leadership

Quotient

Physical Intelligence (Body) Body is the temple of spirit

Mental Intelligence (Mind)

Emotional Intelligence (Heart)Spiritual Intelligence (Spirit)


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LQ = 6 I1. Inspiration

2. Integrity3. Initiative

4. Innovation

5. Impact6. Influence


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et the Most Out of Your Organization andour Efforts with Leadership EffectivenessQuotientIQBusinessIntelligence

+ EQEmotionalIntelligence

= LEQLeadershipEffectiveness

Lead Business Facts + Intuition = BusinessAcumen

Lead People Skills + CaringPerceptiveness

= Connect withPeople

Lead Process Linear + Non-linear = Flexibility

DecisionMaking Reasoning + Core Values = Wisdom


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Organizational Development

Management Development

Career Development

Individual Development

DevelopmentTrainingEducation

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