Organizational Learning & Learning Disciplines

 

As per Roder (2019), the Organizational Learning is the process of transferring the knowledge within the organization. The knowledge has to be acquired by an individual, Group of people & finally the organization in terms of the business development on consistent basis in order to survive & strive within the society. This can be divided in to 04 areas as follows

·         Individual Learning – When an individual worker learns new skills or ideas productivity & performances increases. In order to maximize this, the individual should share the new idea with his co-workers. If not, the knowledge will move out with the worker if he changes the job.  

·         Group Learning – Groups or teams can also learn new skills by working together.

·         Organizational Learning - Organizational learning is the organization’s process of gaining knowledge related to its function and using that knowledge to adapt to a changing environment and increase efficiency.

·         Inter-Organizational Learning

 

 As per Cropper (2004), “Senge’s 05 Learning Disciplines”

Peter Senge (1994), has divulged that most of the companies which exists at present will be disappeared within next 15 years. In order to experience a continuous growth of an organization, it is vital important the employees to continuously expand their capacity in order to witness the desired results.

The five disciplines are as follows

1.      Building Shared Vision - The key vision question is ‘What do we want to create together?’. Taking time early in the change process to have the conversations needed to shape a truly shared vision is crucial to build common understandings and commitments, unleash people’s aspirations and hopes and unearth reservations and resistances. Leaders learn to use tools such as ‘Positive Visioning’, 'Concept-shifting’ and ‘Values Alignment’ to create a shared vision, forge common meaning/focus and mutually agree what the learning targets, improvement strategies and challenge-goals should be to get there.

2.      Systems Thinking - It enables teams to unravel the often-hidden subtleties, influences, leverage points and intended/unintended consequences of change plans and programs and leads to deeper, more complete awareness of the interconnections behind changing any system. Leaders learn to use 'Systems Thinking Maps' and 'Archetypes' to map and analyze situations, events, problems and possible causes/courses of action to find better (and often not obvious) change options/solutions.

3.      Mental Models - One key to change success is in surfacing deep-seated mental models - beliefs, values, mind-sets and assumptions that determine the way people think and act. Getting in touch with the thinking going on about change in your workplace, challenging or clarifying assumptions and encouraging people to reframe is essential.  Leaders learn to use tools like the 'Ladder of Inference' and 'Reflective Inquiry' to practice making their mental models clearer for each other and challenging each other’s' assumptions in order to build shared understanding.

4.      Team Learning - Teams develop reflection, inquiry and discussion skills to conduct more skillful change conversations with each other which form the basis for creating a shared vision of change and deciding on common commitments to action. It’s also about teams developing the discipline to use the action learning cycle rigorously in change-work.  Leaders learn to use tools like the 'Action-Learning Cycle' and 'Dialogue' to develop critical reflection skills and conduct more robust, skillful discussions with their teams and each other. 

5.      Personal Mastery - Personal mastery is the human face of change – to manage change relationships sensitively, to be willing to have our own beliefs and values challenged and to ensure our change interactions and behaviors are authentic, congruent and principled. Leaders learn to use tools like 'Perceptual Positions' and 'Reframing' to enhance the quality of interaction and relationship in and outside their teams.

 

Within our Banking sector, we do see these principals are being strongly inculcated in order to gain the maximum results. The working environment, Banking systems, Book keeping & recording, customer approaches have been changed within the last 10 years within almost every bank (private & government).

Eg-:

·       The typical book keeping system (Ledger system) has been evolved to a computer-based system.  

·       Emergence of ATM, CDM machines where the client can self-manage the cash handling without going inside the branch premises

·       Introduction of Online Banking, Mobile Banking systems where the client can do the transaction without even visiting the branch.

Above are some of the learning-based changes made in the banking industry.

 

Reference List

Nicole Roder (2019), What is Organizational Learning (Why is it Important), https://www.zenefits.com/workest/what-is-organizational-learning/

Accessed on [13^th December 2020 at 1.45 a.m.)

 

Bill Cropper (2004), Five Learning Disciplines,

http://www.thechangeforum.com/Learning_Disciplines.htm  

Accessed on [13^th December 2020 at 1.45 a.m.)