Please give feedback. Your feedback is our reward. Learning organizations, ideal organizations, learning, Single loop learning, Double – loop learning, Organizational Learning, Traditional organization,

1. 1
Very Beautiful
Morning To All Of
U

3. If an organIzatIon
wants to survIve In an
era of rapId and
complex changes – It
has to be a ‘learnIng
organIzatIon’*
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Environment changing
Human being's
unwillingness to change

4. ‘learnIng organIzatIon
Is an organIzatIon
whIch facIlItates the
learnIng of all Its
members and
contInually
transforms Itself’
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5. Human-oriented cultural values of
learning organization
• Everyone can be a source of useful ideas – so free
access to information important
• The people closest to the problem usually have the
best idea regarding how to solve it – empower them
• Learning flows up and down the hierarchy – keep
mind open
• New ideas are important – encourage and reward
them
• Mistakes should be viewed as learning opportunities
– let people experiment
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6. Tracing the roots
The roots of the term ‘learning
organization’ can be traced to the
Chris Argyris concept of
1. First order or single-loop learning
2. Double-loop learning
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7. Single loop learning
First order learning
Involves
Achieving known
objectives
With routine behavioral
learning
No significant change
in basic assumptions of
company
Double – loop learning
Second order learning
Involves
Creativity and
innovation
‘Learning how to learn’
Change in
organization’s culture
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Unwanted values need to be discarded in a process called
‘unlearning’ Wang and Ahmed refer to this as ‘triple loop
learning.’

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Organizational Learning Learning Organization
Single-loop learning Double-loop learning
Incremental Transformational
Lower-level Higher-level
Tactical Strategic
Occasional Continuous
Process of "detection and
correction of errors"
Structure- A group of
people continually enhancing
their capacity to create what
they want to create

9. Differences
Function Traditional organization Learning organization
Determination of overall
objectives
Vision provided by top
management
Shared vision of team
members – management
nurtures it for goal
achievement
Conflict resolution Conflict resolved through
power
Conflict resolution through
collaborative learning and
integration of diverse view
points
Leadership and motivation Leader provides vision,
rewards and punishment,
maintains control
Leader builds shared vision,
empowers personnel, inspires
commitment, encourages
effective decision making etc.
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10. Characteristics of learning
organization
(According to Madhukar Shukla)
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Industrial paradigm Learning paradigm
Target focused Vision based
Focus on competition Focus on collaboration
Market dominance Market Creation
Shareholder returns Customer satisfaction
Individual focused Team focused
Regulate behavior Enable initiative
Power of position Power of Knowledge
Use information to control Use information to empower
Control through rules and procedures Control through vision, culture and
technology

11. Learning Organizations
Characteristics
Are adaptive/ flexible to the external environment
Continually enhance their capability to change and
adaptation
Develop collective as well as individual learning
Embrace creative tension as a source of energy and
renewal
Link individual performance with organizational
performance
Provide continuous learning opportunities
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12. Needed in learning
organizations
 Presence of tension
Gap between vision and reality
Questioning/inquiry
Critical reflection
 Management support/commitment/
reinforcement
 Open communication
 Constructive dialogue
 Necessary climate
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13. Components of learning
organizations:
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14. Personal mastery
The commitment by an individual to the process
of learning is known as personal mastery.
There is a competitive advantage for an
organization whose workforce can learn quicker
than the workforce of other organizations
Individual learning acquired through staff
training and development personal
interest/motivation
Learning in the context of personal mastery is not
acquiring information. It is rather expanding the
ability to produce the results one truly wants in
life.
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15. Mental modals
The assumptions/ Images/ stories/ memories
held by individuals and organizations are
called mental models.
• To become a learning organization, these models
must be challenged & to replace confrontational attitudes
with an open culture that promotes inquiry and trust.
Jack Welch same information was reaching all the decision
makers
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16. Building a shared vision:
Sets up creative tension that pulls individuals.
Helps in motivating the staff to learn, as it creates a
common identity that provides focus and energy for
learning .
Common aspiration binds all the people who share
common vision.
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17. Team learning:
Team learning requires individuals to
engage in dialogue and discussion
open communication, shared
understanding
Learning organizations typically have
excellent knowledge management
structures, allowing creation,
acquisition, dissemination, and
implementation of this knowledge in
the organization among all employees
as whole as a team.
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18. Systems learning:
Understanding the inter-
relationships rather than simply
seeing the things that are related
It helps in identifying the effects and
trade-offs of the actions.
It employs a body of methods, tools,
and principles aimed at
understanding interrelatedness of
forces that influence performance of
organizations and seeing them as
part of common process.
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19. Systematic problem solving
Reliance on scientific methods rather than the guesses or
hunches , data rather than assumptions used for decision-
making.
Statistical techniques used for analysis
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20. Experimentation:
Different from problem solving
which is responding to current
difficulties.
Experimentation for expansion
of knowledge. Failure of
experiments accepted as a way
of gaining knowledge
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21. Learning from experience:
lessons of experience documented for employees.
Documents accessible and understandable
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22. Learning from others:
What’ others do and ‘how’ they do it rather than
results they achieved.
Can be inter/intra departmental
Inter/intra organization
Inter/ intra industry
From 360 degree
Benchmarking encouraged
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23. Transference of knowledge:
Knowledge documented and
transferred quickly & easily to
everyone in the organization
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24. Barriers to it:
If individuals do not engage with a shared vision,
personal mastery could be used to advance their own
personal visions
If training and development is compulsory, it can be
viewed as a form of control, rather than as personal
development
Resistance to learning can occur within a learning
organization
It consumes lot of time, money, involvement.
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25. Benefits
Maintaining levels of innovation and remaining
competitive
Being better placed to respond to external pressures
Having the knowledge to better link resources to
customer needs
Improving quality of outputs at all levels
Improving corporate image by becoming more
people orientated
Increasing the pace of change within the
organization
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GOD BLESS U ALL D STUDENTS
THANK YOU SO MUCH MAM
FOR GIVING ME THIS OPPORTUNITY
I OWE U MORE THAN GOD
LOVE YOU MAM