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 [13th December 2020 at 1.45
a.m.)
Bill Cropper (2004), Five Learning Disciplines,
http://www.thechangeforum.com/Learning_Disciplines.htm
Accessed on [13th December 2020 at 1.45
a.m.)
Organizational Learning and Development should be clearly linked with the goal setting process of the company and focused on developing the right competency set to develop the employee so that it can be properly connected with the performance reviews and appraisals and then reconnect with L&D process.
ReplyDeleteGroup learning is important factor of any organization which gain new skills and knowledge working together.
ReplyDeletePeople in the organization should help one another in learning. This should build people and also the organization
ReplyDelete