Five Characteristics Of A Learning Organization

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Register to read the introduction… It encourages learning among its people. It promotes exchange of information between employees hence creating a more knowledgeable workforce. This produces a very flexible organization where people will accept and adapt to new ideas and changes through a shared vision. According to Peter Senge, a learning organization exhibits five main characteristics: System thinking, Personal mastery, Mental models, a Shared Vision and Team Learning.
First, an organization must learn like people in order to develop itself and it can take the advantage when it faces competition in the long term. Then, another feature of LO might be different levels of organization such as individuals; group or team and organization must have their own characteristic. There should be a learning culture within the organization, because culture plays an important role in developing LO.
To create a learning organization, Garvin, Edmondson and Gino (2008) propose we should focus on three building blocks. They are supportive environment, concrete learning processes and leadership that reinforce learning. And the feedbacks are always needed to be concerned, in order to further investigate the problem and find the ways to solve and
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According to Peter Senge’s mental model in the fifth discipline, both managers and employees need to be open to give suggestion and recognise the weakness. Then they will be brave enough to face their mistakes and weakness. It is important to replace confrontational attitudes with an open culture that promotes inquiry and trust. They need to evaluate, investigating the problem, unwanted values need to be discarded. This is a recurring process which known as double loop learning, which is the key to create a learning organization (Senge, 1990). When identifying and dealing with problems, generative learning put the focus on ever lasting practice and feedback in the consideration of the situation of organization. Also both managers and employees need to get the share vision in order to create a common identity that focus on future learning.
HR department and managers can design a scheme that encourage employees not threaten to voice out their comments on organisation and management style. For example, if they are willing to give reasonable and useful suggestion on how to solve the existing problems in organisation, they will get bonus and rewards. Or employees are encouraged to identity individual’s weakness, and change or overcome it actively. Through the process of evaluating, acknowledgement of weakness, and further improvement, people can learn and develop with the double loop

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