Building shared vision Team learning He adds to this recognition that people are agents, able to act upon the structures and systems of which they are a part.
Characteristics[ edit ] There is a multitude of definitions of a learning organization as well as their typologies. Peter Senge stated in an interview that a learning organization is a group of people working together collectively to enhance their capacities to create results they really care about.
In the book, he proposed the following five characteristics: The idea of the learning organization developed from a body of work called systems thinking. The commitment by an individual to the process of learning is known as personal mastery.
The assumptions held by individuals and organizations are called mental models. Individuals tend to espouse theories, which are what they intend to follow, and theories-in-use, which are what they actually do.
The development of a shared vision is important in motivating the staff to learn, as it creates a common identity that provides focus and energy for learning. The accumulation of individual learning constitutes team learning.
Organizations should become more like communities that employees can feel a commitment to. As organizations grow, they lose their capacity to learn as company structures and individual thinking becomes rigid.
Maintaining levels of innovation and remaining competitive  Improved efficiency Having the knowledge to better link resources to customer needs  Improving quality of outputs at all levels  Improving corporate image by becoming more people oriented  Increasing the pace of change within the organization  Barriers[ edit ] Even within or without learning organization, problems can stall the process of learning or cause it to regress.
Most of them arise from an organization not fully embracing all the necessary facets. Once these problems can be identified, work can begin on improving them.
Some organizations find it hard to embrace personal mastery because as a concept it is intangible and the benefits cannot be quantified;  personal mastery can even be seen as a threat to the organization.
In some organizations a lack of a learning culture can be a barrier to learning.
An environment must be created where individuals can share learning without it being devalued and ignored, so more people can benefit from their knowledge and the individuals becomes empowered.
This is often encountered with people who feel threatened by change or believe that they have the most to lose.
In that case, learning will not be viewed as a shared vision. When the number of employees exceedsinternal knowledge sharing dramatically decreases because of higher complexity in the formal organizational structure, weaker inter-employee relationships, lower trust, reduced connective efficacy, and less effective communication.
As such, as the size of an organizational unit increases, the effectiveness of internal knowledge flows dramatically diminishes and the degree of intra-organizational knowledge sharing decreases.
It is certainly difficult to find real-life examples of learning organizations Kerka There has also been a lack of critical analysis of the theoretical framework.
They believe that by referring to the notion of the learning organization it was possible to make change less threatening and more acceptable to participants.A learning organization is one that seeks to create its own future; that assumes learning is an ongoing and creative process for its members; and one that develops, adapts, and transforms itself in response to the needs and aspirations of people, both inside and outside itself (Navran Associates Newsletter ).
In business management, a learning organization is a company that facilitates the learning of its members and continuously transforms itself. The concept was coined through the work and research of Peter Senge and his colleagues. In a true learning organization, communication is open and widespread, people at all levels are included in most communications and it’s assumed everyone “needs to know.”.
Leaders may think that getting their organizations to learn is only a matter of articulating a clear vision, giving employees the right incentives, and providing lots of training.
A learning organization is one that seeks to create its own future; that assumes learning is an ongoing and creative process for its members; and one that develops, adapts, and transforms itself in response to the needs and aspirations of people, both inside and outside itself (Navran Associates Newsletter ).
Peter Senge and the learning organization. Peter Senge’s vision of a learning organization as a group of people who are continually enhancing their capabilities to create what they want to create has been deeply influential.