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Very Beautiful Morning To All

Of U

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

‘Learning Organization is an organization which facilitates the learning of all its members and continually transforms

itself’

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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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Tracing the rootsThe 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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Single loop learningFirst order learningInvolves

Achieving known objectives

With routine behavioral learning

No significant change in basic assumptions of company

Double – loop learning

Second order learning

InvolvesCreativity 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

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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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

Learning Organizations CharacteristicsAre 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 renewalLink individual performance with

organizational performanceProvide continuous learning opportunities11

Needed in learning organizations Presence of tensionGap between vision and realityQuestioning/inquiryCritical reflection Management support/commitment/reinforcement Open communication Constructive dialogue Necessary climate

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Components of learning organizations:

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Personal masteryThe 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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Mental modalsThe 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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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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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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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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Systematic problem solvingReliance 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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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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Learning from experience:lessons of experience documented for employees.

Documents accessible and understandable

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Learning from others:What’ others do and ‘how’ they do it rather

than results they achieved. Can be inter/intra departmentalInter/intra organizationInter/ intra industryFrom 360 degree

Benchmarking encouraged

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Transference of knowledge:Knowledge documented

and transferred quickly & easily to everyone in the organization

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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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BenefitsMaintaining 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 orientatedIncreasing the pace of change within the

organization25

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GOD BLESS U ALL D STUDENTS

THANK YOU SO MUCH MAMFOR GIVING ME THIS OPPORTUNITY

I OWE U MORE THAN GODLOVE YOU MAM