Building a Learning Organization
“A learning organization is one that effectively creates and transfers knowledge among its members, as well as continuously evolves based on new insights”
In times of rapid change, it is imperative to be adaptive in order to excel.
For this, organizations need to discover how to tap people’s commitment and capacity to learn at all levels.
Besides having structures, tools and practices in place — it requires a fundamental shift of mind among members to embrace an organization that learns.
Okay, got it. But how can it be built?
That’s a great question, one that has been extensively studied by American scientist Peter Senge.
“It is no accident that most organizations learn poorly. The way they are designed and managed, the way people’s jobs are defined, and, most importantly, the way we have all been taught to think and interact create fundamental learning disabilities. These disabilities operate despite the best effort of bright, committed people.”
Senge breaks down his learning into five disciplines.
The 5 Disciplines of a Learning Organization
1. Systems Thinking
Systems thinking is the practice of seeing wholes rather than parts to understand system behavior.
Systems thinking entails examining the interrelationships between parts (often believed to be unrelated) over time.
This helps unearth patterns of change, moving beyond static snapshots.
2. Mental Models
Mental models are deeply held internal images of how the world works.
Images that limit us to familiar ways of thinking and acting. Organizations have shared mental models which shape their strategies and internal ways of working. To be an effective problem solver, it is imperative to be aware of and identify ingrained perceptions and preconceived beliefs.
Working on mental models requires openness and honesty — both individually, and with respect to others.
3. Shared Vision
A learning organization prospers when all its members share a common vision.
When goals are clear, regulatory measures can be cut down, and people can create their own personal benchmarks of success.
This practice is about unearthing a shared picture of the future —one that fosters genuine commitment and participation, rather than compliance.
When there is a genuine vision — people excel — not because they are told to, but because they want to.
4. Personal Mastery
Organizations can learn only when individuals who comprise it — learn.
Individual learning does not guarantee organizational learning. However, without individual learning, organizational learning cannot happen.
Personal mastery refers to the practice of continuously clarifying and deepening our personal vision, developing patience, and seeing reality objectively.
When we experience personal mastery — there is a sense of being in the effortless state of ‘flow’.
5. Team Learning
Team learning starts with ‘dialogue’ and the capacity of team members to suspend assumptions and enter into genuine ‘thinking together’.
When teams learn together, not only is the organization able to produce better results— but individual team members also grow more rapidly.
Enabling team learning entails getting to understand how to create a space where people are able to — work at their best, be at ease, and creatively produce.
Summary
The video below provides a summary of what it means to create and be part of a learning organization.
[About the author: This article was written by Manu Gupta].
