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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
3 7
Douglas McGregor's
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Douglas McGregor'sTheoriesTheory Y
Spare the rod and save thechild
3 8
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