Week 6 – Learning Organizational Analysis During week sic of our studies, we have spent a significant amount of time examining opportunities and challenges that may arise as company’s seek to create a culture of learning within their respective organizations. As the Director of Leadership and Organizational Development for my firm, I sit in a unique position to interact with members of the executive committee and training the broader population of institutional leadership. As a result, I have the opportunity to interact with each and every leader within my company. This interaction has given me many helpful insights and has served to help me gain clarity on my organization and the reality that despite investment in the learning function,
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The “three building blocks of organizational learning reinforce one another, [and] to some degree overlap” (Garvin, Edmondson, & Gino, 2008, p. 114). Due to this interconnectivity, it is important to understand that the first four scores noted above fell in the area of “supportive learning environment” and create the foundation for the organization (Garvin, Edmondson, & Gino, 2008, p. 112). The scores noted above reflect an unwillingness to engage in a collaborative environment. The environment that has been created does not foster true collaboration, creativity, to discussion of new ideas, instead, they time for consideration of methods for improvement are squandered. The lack of resources in both investments in learning technologies and staff, make it difficult to do more than merely maintain and often frustrates the team. This frustration is further enhanced when leadership fails to reinforce or hold their direct reports accountable to the new ideas and principles that are cultivated in classroom and mentoring environments. While the scores above are dismal, it must be pointed out that, the results of this survey are only a reflection of my “own perceptions of the organization’s learning environment, processes and leadership” (Garvin, Edmondson, & Gino, n.d., p.1). With this in mind, it would be helpful to gain insight from other peers and team members regarding their engagement in learning practice within our organization. …show more content…
The American Society for Training and Development (2006) pointed out that this method of data collection, “Is most often used to collect data on current performance analysis and learner analysis and is also used to gather business needs information for the client” (p.119). These interviews will be conducted as means to gauge perceptions regarding organizational culture, the identification and relevance of core values, personal and organizational development needs, and perceptions regarding training and development initiatives and their relevance to work performance and individual growth. Schein (2013) admitted that, while “culture can be assessed by means of individual and group interviews processes” “group interviews” remain the best approach (p.632). While the use of an interview may in fact be quite “time consuming” and may be difficult to analyze it will provide a layer of information that may be helpful in driving organizational change (American Society for Training and Development, 2006,
The “three building blocks of organizational learning reinforce one another, [and] to some degree overlap” (Garvin, Edmondson, & Gino, 2008, p. 114). Due to this interconnectivity, it is important to understand that the first four scores noted above fell in the area of “supportive learning environment” and create the foundation for the organization (Garvin, Edmondson, & Gino, 2008, p. 112). The scores noted above reflect an unwillingness to engage in a collaborative environment. The environment that has been created does not foster true collaboration, creativity, to discussion of new ideas, instead, they time for consideration of methods for improvement are squandered. The lack of resources in both investments in learning technologies and staff, make it difficult to do more than merely maintain and often frustrates the team. This frustration is further enhanced when leadership fails to reinforce or hold their direct reports accountable to the new ideas and principles that are cultivated in classroom and mentoring environments. While the scores above are dismal, it must be pointed out that, the results of this survey are only a reflection of my “own perceptions of the organization’s learning environment, processes and leadership” (Garvin, Edmondson, & Gino, n.d., p.1). With this in mind, it would be helpful to gain insight from other peers and team members regarding their engagement in learning practice within our organization. …show more content…
The American Society for Training and Development (2006) pointed out that this method of data collection, “Is most often used to collect data on current performance analysis and learner analysis and is also used to gather business needs information for the client” (p.119). These interviews will be conducted as means to gauge perceptions regarding organizational culture, the identification and relevance of core values, personal and organizational development needs, and perceptions regarding training and development initiatives and their relevance to work performance and individual growth. Schein (2013) admitted that, while “culture can be assessed by means of individual and group interviews processes” “group interviews” remain the best approach (p.632). While the use of an interview may in fact be quite “time consuming” and may be difficult to analyze it will provide a layer of information that may be helpful in driving organizational change (American Society for Training and Development, 2006,