A learning organization is understood as a management concept based on a certain sum of knowledge possessed by individual employees, knowledge that is constantly enriched and developed, and then “shared with the enterprise.” It can be argued that it is the organization’s ability to learn quickly that may prove to be a significant element of competitive advantage and
the most important aspect of a modern organization. “Learning” organizations differ significantly from organizations based
on authority and top-down management. Organizational learning takes place through shared awareness, knowledge, and emotional models, based on prior knowledge and experience. Organizational learning is not an isolated process; it occurs during the creation of a brand, technology, market, service, as well as through interactions between these factors. The topic of the “learning organization” was “triggered” by the publication of the book THE FIFTH DISCIPLINE, authored by Peter Senge (1990). The book titled “The Fifth Discipline” was also published in Poland (1998). This book was one of the biggest bestsellers among business books in the 90s.
Shared vision as an essential element
In “learning” organizations, a shared vision is mandatory. Creative learning occurs only when members of the organization strive to achieve something that deeply concerns them. If this is not the case, the concept of creative thinking is a pure abstraction. A shared vision plays a special role, and above all:
Shared vision as an essential element
In “learning” organizations, a shared vision is mandatory. Creative learning occurs only when members of the organization strive to achieve something that deeply concerns them. If this is not the case, the concept of creative thinking is a pure abstraction. A shared vision plays a special role, and above all:
– defines the main goal
– raises the aspirations of human resources
– stimulates risk-taking
– engages organization participants in long-term activities
– changes people’s attitude toward the organization (“their organization” becomes a shared organization).
Learning in an organization is not just a collection of individual learning processes, but concerns the interaction between employees.
– raises the aspirations of human resources
– stimulates risk-taking
– engages organization participants in long-term activities
– changes people’s attitude toward the organization (“their organization” becomes a shared organization).
Learning in an organization is not just a collection of individual learning processes, but concerns the interaction between employees.
In “learning” organizations, teamwork dominates, which fosters a synergy effect. It is assumed that if a team cannot learn, the organization will not learn either. Team learning is a process of continuous team alignment and development of its capabilities. Hence the need to combine the potential of many minds so that it is greater than the capabilities of a single mind.
The article comes from the magazine “e-Fakty” 3/2006.