Posted by Yogesh Malhotra on February 26, 1998 at 01:31:39:

In Reply to: Re: Knowledge Management Survey of 100 CKOs / Knowledge Managers posted by Mezei on February 25, 1998 at 19:52:38:

Very succinctly, Senge's principles of Learning Organization are subsumed within our operationalization of Knowledge Management. Some of these principles of LO are also embedded within the rhythm of life on this forum.

Senge defines the Learning Organization as the organization "in which you cannot not learn because learning is so insinuated into the fabric of life." Also, he defines Learning Organization as "a group of people continually enhancing their capacity to create what they want to create." I would define Learning Organization as an "Organization with an ingrained philosophy for anticipating, reacting and responding to change, complexity and uncertainty." The concept of Learning Organization is increasingly relevant given the increasing complexity and uncertainty of the organizational environment. As Senge remarks: "The rate at which organizations learn may become the only sustainable source of competitive advantage."

The current view of organizations is based on adaptive learning, which is about coping. Senge notes that increasing adaptiveness is only the first stage; companies need to focus on Generative Learning or "double-loop learning" (Argyris 1977). Generative learning emphasizes continuous experimentation and feedback in an ongoing examination of the very way organizations go about defining and solving problems. In Senge's (1990) view, Generative Learning is about creating - it requires "systemic thinking," "shared vision," "personal mastery," "team learning," and "creative tension" [between the vision and the current reality].

To maintain adaptability, organizations need to operate themselves as "experimenting" or "self-designing" organizations, i.e., should maintain themselves in a state of frequent, nearly-continuous change in structures, processes, domains, goals, etc., even in the face of apparently optimal adaption. Hedberg et al. (1977) argue that operating in this mode is efficacious, perhaps even required, for survival in fast changing and unpredictable environments. They reason that probable and desirable consequences of an ongoing state of experimentation are that organizations learn about a variety of design features and remain flexible.

Senge argues that the leader's role in the Learning Organization is that of a designer, teacher, and steward who can build shared vision and challenge prevailing mental models. He/she is responsible for building organizations where people are continually expanding their capabilities to shape their future -- that is, leaders are responsible for learning.

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Follow Ups:

• Re: Knowledge Management and Learning Organizations emre ISIKLI 14:57:25 11/03/98 (0)
• Re: Knowledge Management and Learning Organizations Bruce Gold, MPA student University of Victoria 17:54:40 7/31/98 (0)
• Re: Knowledge Management and Learning Organizations Mezei 21:05:45 2/26/98 (2)
  • Re: Knowledge Management and Learning Organizations Boris 21:41:33 2/26/98 (1)
    • Re: Knowledge Management and Learning Organizations Mezei 15:11:14 2/28/98 (0)
• Re: Knowledge Management and Learning Organizations Rob Patzig 10:12:54 2/26/98 (0)

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