Organization development in a learning organization Essay Example

motivation involve the ability to learn and adapt. The concept of a learning organization is further explained in "The Art and Practice of the Learning Organization" book by Peter Senge which outlines five disciplines that need to be mastered for successful implementation. Systems thinking is one of these disciplines which emphasizes understanding the big picture and recognizing patterns rather than viewing change as isolated events. It also highlights the importance of interconnectedness within an organization instead of blaming external factors for problems. Personal mastery involves a commitment to lifelong learning as well as maximizing personal potential through realistic goals, enthusiasm, and dedication in one's career. Lastly, managing mental models is crucial as they can hinder the implementation of new insights and organizational practices.This process initiates with self-reflection, discovering deeply held beliefs and assumptions that significantly impact our actions and behavior. Without awareness and a focus on openness, meaningful change cannot occur. Constructing a shared vision cannot be imposed; it commences with individual employees' personal visions, which may not align with the leaders' visions. What is required is an authentic vision that inspires commitment in both favorable and unfavorable circumstances and possesses the ability to unite an organization. Team learning is vital as contemporary organizations function based on teamwork, implying that learning is unattainable if team members do not come together and learn. It entails cultivating the capacity to achieve desired outcomes while keeping a shared goal in mind and collaborating effectively to attain it.

Reappraisal of literature

The literature I examined pertaining to learning organizations can be categorized as follows:

1. The "founders"
2. Real world definitions and reviews
3. Promoting continuous improvement, innovation, stakeholder collaboration
4. Organization learning

and organizational outcomes
5.Today's approaches for building organization learning

The founders

The concept of a learning organization, which helped establish and disseminate this notion, can be traced back to several key individuals.The individuals frequently associated with the approaches mentioned in literature and conversations with practitioners are Peter Senge, Chris Aggris, Donald Schon, and Marguret Wheatly. Shana Ratner's description of a significant shift in learning approaches during the second half of the twentieth century is also emphasized. This shift has led to the emergence of new fields like organizational learning.

Peter Senge is widely recognized as the "father" of organizational learning and currently works as a manager at Innovation Associates, a consulting firm located in Cambridge. Senge provides guidance to governments and educational leaders involved in global changes, including South Africa. His message of growth and prosperity holds strong appeal for today's business leaders.

The Center for Organizational Learning, an MIT-based research center established in 1990, counts 18 corporate patrons such as AT&T, Ford, Motorola, and Federal Express. Senga and his colleagues contribute $80,000 annually to support the learning organization pilot program. While Senga's innovative ideas brought them together initially, these ideas may seem unclear at first glance. Consequently, only a small percentage of book buyers have actually read it or implemented its concepts.Senga and other consultants have published the fifth book titled "Hands-on Work" to make concepts more accessible. The book explains that personal transformation is crucial for being part of a learning organization. This means individuals who tend to give orders and resist listening must be open to changing themselves. Senga and his co-workers consult with organizations and facilitate personal awareness exercises such as dialogues, the container,

and the ladder of influence.

Chris Argyris is renowned for his innovative ideas on how learning can drive organizational development success. His concept of double-loop learning challenges the status quo. The text emphasizes employee commitment to transparency and personal responsibility in double-loop learning. It points out that while transparency and truth are generally positive, they must not cause harm to be beneficial.

The article titled "Good Communication that Blocks Learning" discusses how certain corporate communication techniques hinder organizational learning by promoting defensive behavior. The author suggests that managers should constantly challenge employees to think creatively about organizational needs, encouraging continuous non-routine learning and strategy implementation.Donald A. Section, a renowned writer and consultant in the field of organizational learning for nearly 40 years, has contributed valuable insights that have influenced the conceptualization of this subject. Schon's work can be categorized into four main subjects: (a) his concept of investigation as contemplation in action, (b) development of a learning dialectic within organizations, (c) practicing how to learn, and (d) dedication to a new educational paradigm teaching practitioners how to reflect while taking action. Compared to existing literature on organizational learning, Schon's innovative work showcases a profound integration between knowledge and practical application. This pioneering approach is highly regarded within the field.

According to Schon's approach, learning should occur simultaneously with action and reflection in real-life situations for it to be effectively embodied. However, it is worth noting that Schon does not emphasize the rarity of individuals seeking feedback regarding discrepancies between their principles and actions. Nonetheless, this form of learning holds immense value.

Margaret Whitley presents a new paradigm for organizational development in her book "Leadership and the New Science: Learning

About Organization from an Orderly Universe." Her ideas promote the "reintegration" of society by highlighting that everything is part of an ongoing process of discovery and creation. Additionally, she emphasizes that life utilizes patterns to achieve well-ordered solutions (Dennard, 1996; Brown, 1993).

Life is focused on what works rather than what is right. It creates more possibilities as it engages with opportunities and is drawn towards order.

Life is structured around individuality, with all entities actively participating in the growth and development of their surroundings. Wheatley's reflections highlight how organization is not only inherent in living beings but also how learning and adaptation strengthen both individual structures and communities.

Shana Vermillion Rockfish's article from 1997, "Emerging Issues in Learning Communities," provides valuable insights into the shift in learning approaches during the latter half of the twentieth century. This shift has given rise to new fields such as collaborative learning and organizational learning, challenging the traditional view of learning as a transactional process. Instead, it emphasizes dialogue between teachers and students to foster collective responsibility for learning and growth (Burkey, 1993).

In terms of old and new perspectives on how we learn, the old view believes knowledge is transferred from one person to another, objective, and definite. Learners passively receive knowledge, and everyone learns in the same way. In contrast, the new perspective sees knowledge as a relationship between the learner and what is known.

LEARNING ORGANIZATION

The text acknowledges that knowledge is created through a subjective and tentative relationship, where learners actively construct their own understanding. It also recognizes the existence of multiple learning styles.

Southwest Airlines, Google, 3M, and South West Airline exemplify companies that prioritize becoming a learning organization. Among

them, Southwest Airlines has established a strong corporate culture and reputation by valuing a happy workforce. They believe that their 3200 employees are crucial in maintaining customer loyalty. Despite starting as a small airline with only three jets, Southwest Airlines has relied on its company values of concern, respect, and care for both its employees and customers.Southwest Airlines, led by co-founders Herbert D. Kelleher and Colleen Barrett, is considered a learning organization for several reasons. Firstly, the company ensures that employees have the knowledge and information necessary to "act like owners." This includes providing daily news updates through the internet, weekly phone messages from the CEO, and detailed financial information on quarterly earnings known as "knowing the score."

Additionally, over 14% of Southwest's outstanding stock is held by its own employees. The company also maintains regular communication with its employees through various channels such as internet news updates, weekly phone updates, monthly magazines, quarterly financial messages, and annual town hall meetings.

To maintain their corporate culture and ensure that employees understand how their behavior contributes to the organization's reputation, communicators must nurture it. In line with this approach, Southwest Airlines features exceptional employees in their monthly newsletter called LUV Lines. These individuals are nominated by their peers for recognition of their "Winning Spirit," showcasing behaviors that create an outstanding experience for both customers and fellow employees.

As a highly successful airline in the low-cost market segment, Southwest Airlines serves as a role model for other low-cost airlines such as Ryanair and EasyJet. The airline follows five key elements: strategy, structure processes rewards,and valuesSouthwest Airlines is renowned for its open-door culture, as CEO Herb Kelleher is readily accessible and

willing to listen to employees' ideas. Management provides the necessary support for employees to explore new ideas. Even the onboard safety presentation has been transformed into an entertaining performance aimed at captivating passengers' attention. In addition to traditional secondary employment benefits like free air hose tickets and net income sharing, Southwest Airlines (SWA) also prioritizes the well-being of its workforce. A large sign hanging in the lobby of SWA's corporate headquarters at Dallas Love Field Airport states, "The people of SWA are the creators of what we have become and what we will be. Our people turned an idea into a legend, which will continue growing with nourishment." People-SWA operates its own "university for people," where 25,000 new employees receive training each year. Recruitment criteria focus more on attitude rather than knowledge. As a result, SWA has gained a reputation as America's friendliest airline company. Three key factors contribute to maintaining high spirits within SWA: the strong relationship between management and workforce, training provided by the university for people that reduces hierarchical thinking, and influential leader Herb Kelleher who co-founded SWA.The vision, temperament, and hands-on approach of Herb at Southwest Airlines (SWA) inspire all employees. SWA should consider giving additional rewards, such as bonuses and bundled programs, in addition to profit sharing. Good leadership is crucial for motivating employees in the organization. Unfortunately, SWA lacks a leader like Herb who has played a significant role in the company's success. Therefore, it is important for SWA to find a leader who can make substantial contributions.

Google is currently the most searched company due to its reputation as one of the best companies in the business world. Many

aspire to emulate Google, just as IBM and Coca-Cola were considered top companies in the past. A key factor contributing to Google's success is their emphasis on innovation. They hire highly talented individuals and provide an enviable work environment for Generation X and Y employees. This includes government cafeterias, flexible work conditions, and a policy that allows employees to dedicate one day per week to special innovative projects of their own. Not many companies have the resources to offer such luxuries to all employees.

Furthermore, Google has cultivated a culture of product innovation within their organization by continuously introducing new products and services. Engineers are encouraged to generate fresh ideas constantly.Engineers are encouraged to review and suggest improvements for others' code if they find bugs. While some of Google's new products have not become market leaders, others like Google Finance, Google Maps, and Gmail have gained significant market share despite tough competition. Google has achieved this through innovation and effective execution. When the company identifies a promising market opportunity, it is unafraid to enter by acquiring companies like YouTube and Blogger.

Google's organizational approach to learning and development can be summarized as follows: 1) increasing motivation; 2) maintaining a flexible workforce; 3) fostering creativity; 4) promoting social interaction; 5) encouraging knowledge sharing; 6) supporting collaboration; 7) breaking down traditional communication barriers; 8) implementing customer relationship management practices; 9) providing access to information resources; and 10) nurturing innovation and creativity.

For recommendations for Google, it is suggested to evenly distribute workloads, use reliable technology that supports both people and processes, make decisions easily through consensus while considering all options, and implement them quickly. Introduction to 3M shows that

the company combines innovative thinking with science-based technology to create globally recognized products.3M excels in various markets such as healthcare, safety, office products, and transportation by utilizing a range of technologies to address real-world issues and meet the needs of customers. The company has a team of exceptional employees who are dedicated to innovation and excellence. At 3M, there is an emphasis on continuous improvement through comprehensive training programs that focus on enhancing both product quality and individual performance. This approach recognizes that learning is an essential part of every employee's daily responsibilities. By fostering a culture of continuous learning, employees have more opportunities to maximize their potential. In this learning environment, employees are encouraged to be lifelong learners, managers actively promote and demonstrate the value of learning behaviors, and the company establishes systems that facilitate knowledge sharing across departments. 3M supports learning through various methods such as on-the-job training, traditional classroom settings, online courses, and effective communication of best practices within specific functions. Each employee is responsible for creating their own growth plan. Ultimately, 3M aims to engage employees who understand how their actions contribute to the company's success and make decisions with a sense of ownership over the business.Employees believe that the rewards system in the learning framework significantly impacts the learning environment, by maintaining a balance between efforts and rewards. In SWA administration, new employees undergo annual training. The hiring process in SWA administration prioritizes attitude over knowledge. Google provides monetary and other incentives to motivate their employees. The relationship between employees and directors in 3M organization is positive, creating a secure work environment for employees. Overall, studying the concept of administration

has provided insights into learning administration. Learning administration is a broad concept that helps organizations achieve success and innovation. Examples such as SWA and Google demonstrate how incorporating learning behaviors into company policies effectively leads to continued growth and success for learning administration, benefiting the economy and resulting in advancements.