Learning In An Organization
Learning In An Organization
Learning in an organization is a response to changes. Individuals continuously seek information which they share with the organization. People think in new ways, think critically and generate new ideas. These new ideas originate from everyone regardless of their position in the organization. In an organization people learn from experience, interaction with other people and from the environment. Learning is triggered by doubt and mismatch between results and reality. Open learning is essential in identifying unclear situation, sharing information and learning emotive issues. Organizational learning focus on five disciplines; they include; system thinking, learning bin a team, sharing vision, mental models and personal mastery. Open society running involve problem solving. It does not look at the underlying cause of the problem. It involves asking the assumptions behind techniques, values and goals. Open learning receives feedback from the society.
Closed open society involves correcting answers to an identified problem.In a closed society, individuals and organizations changes their actions according to the difference of the expected and obtained outcomes. Individual analyzes the possible breakdowns in the information, fit in the model, resulting to mishap in organizational learning. For instance, if an individual action is turned down by the organization for certain reasons, no organizational action takes place?In open social units, individuals and organization question the objectives, hypothesis and rules that lead to actions in the first place.
A tactic of a key person in an organization is exposed, preserved and included in the organization day to day learning. In a closed society, employees are expected to internalize strictly laid procedures and rules. Open society improves the policies of an organization. The organization is flexible to the external environment such the competitors. It allows active interaction between the workers and the environment. An open society is open to socialization, but a closed society is not. Socialization promotes sharing of knowledge and ideas which may not be discussed in formal set ups.
Open society is open to sharing, transfer and implementation of new and varying ideas. A closed society minimizes mistakes from uncensored information. There is delayed response to emergencies in a closed social unit. Procedures have to be followed before any action is taken. A closed social unit in an organization is effective in cultivating and maintains the culture of an organization. However, it limits an organization in the dynamics of the modern time economy and markets. Open social unit is adaptive while closed unit is preservative in nature.Learning in an open social unit is a cultural, social and political process.
Individual learning in an organization is intrusive. The organization cannot learn without the individual learning and vice versa. Organization learning increases the knowledge of its workers. Individual action leads to organization belief and response from the surrounding. Closed social unit weakens the links between the environment the organization. Therefore, an individual may learn from the environment and fall to communicate to the organization due to the strictness of the procedures involved. In closed social unit, the organization concentrates on improving itself without considering what other competitors are doing.
In conclusion, this paper make a comparison between organization learning within an open social unit and learning that take place in a closed social unit. The Organizational learning focus on five disciplines; they include; system thinking, learning bin a team, sharing vision, mental models and personal mastery. In a closed society, individuals and organizations focus on changing their actions according to the difference of the expected and obtained outcomes. On the other hand, learning in open society entails questioning the objectives, hypothesis and rules that lead to actions in the first place.
References
David A. A. Klein. (1998). Strategic management of intellectual capital. Butterworth-Heinemann
Raanan. L Micha. (2007) Demystifying Organizational Learning. Sage publication
Richard L. Daft. (2009). Organization Theory and design. South-western college pub
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