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As Gavin (1993) stated, "learning will only occur in a receptive environment." Thus, a learning organization not only openly encourages gaining and sharing knowledge; it also understands that this is linked to innovation. The learning organization looks at both adaptive (coping) and generative (systems) learning. To do this, a learning organization creates systems and/or processes to create learning activities and tools and implements them (Gavin,
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Peter Senge stated that the way to determine a learning organization is to look for the five identifiers: 1) systems thinking: organizations that focus on looking at both the whole of the organization and the long-term, 2) personal mastery: individuals and teams who are in a constant mode of learning, 3) mental models: organizations and employees that are aware of the impact of their assumptions, and being open to the influence of others, 4) Shared vision: organizations that instill and build a shared vision within the organization, instead of dictating a vision, and 5) Team approach: organizations that foster the team learning approach (Smith, 2001). Another determination is looking to see if it transfers learning and knowledge faster than a competitor. This can be determined by "The Half-Life Curve," which is a measurement of how fast it takes an organization to go through a learning cycle (Gavin, …show more content…
It creates an environment of continuous learning, is able to react quickly to change, is innovative, and has leaders who are teachers and mentors; all for the purpose of increasing its competitive advantage. A perfect example of my philosophy would be the successful W.L. Gore company, which encompasses Senge's five identifiers, its employees are encouraged to learn, share knowledge, join the teams they want to, be innovative, and its leaders are truly mentors and teachers.
References
Gavin, D. A. (1993). Building a learning organization. Harvard Business Review, 71(4), 78-91. Retrieved May 20, 2009, from Health Business Fulltext Elite database.
Kontoghiorghes, C., Awbre, S. M., & Feurig, P.L. (2005). Examining the relationship between learning organization characteristics and change adaptation, innovation, and organizational performance. Human Resource Development Quarterly, 16(2), 185-211. Retrieved May 29, 2009, from ABI/INFORM Global database. (Document ID: 859795301).
Senge, P. M. (1990). The leader's new work: Building learning organizations. Sloan Management Review, 32(1), 7. Retrieved May 20, 2009, from ABI/INFORM Global database. (Document ID:
Peter Senge stated that the way to determine a learning organization is to look for the five identifiers: 1) systems thinking: organizations that focus on looking at both the whole of the organization and the long-term, 2) personal mastery: individuals and teams who are in a constant mode of learning, 3) mental models: organizations and employees that are aware of the impact of their assumptions, and being open to the influence of others, 4) Shared vision: organizations that instill and build a shared vision within the organization, instead of dictating a vision, and 5) Team approach: organizations that foster the team learning approach (Smith, 2001). Another determination is looking to see if it transfers learning and knowledge faster than a competitor. This can be determined by "The Half-Life Curve," which is a measurement of how fast it takes an organization to go through a learning cycle (Gavin, …show more content…
It creates an environment of continuous learning, is able to react quickly to change, is innovative, and has leaders who are teachers and mentors; all for the purpose of increasing its competitive advantage. A perfect example of my philosophy would be the successful W.L. Gore company, which encompasses Senge's five identifiers, its employees are encouraged to learn, share knowledge, join the teams they want to, be innovative, and its leaders are truly mentors and teachers.
References
Gavin, D. A. (1993). Building a learning organization. Harvard Business Review, 71(4), 78-91. Retrieved May 20, 2009, from Health Business Fulltext Elite database.
Kontoghiorghes, C., Awbre, S. M., & Feurig, P.L. (2005). Examining the relationship between learning organization characteristics and change adaptation, innovation, and organizational performance. Human Resource Development Quarterly, 16(2), 185-211. Retrieved May 29, 2009, from ABI/INFORM Global database. (Document ID: 859795301).
Senge, P. M. (1990). The leader's new work: Building learning organizations. Sloan Management Review, 32(1), 7. Retrieved May 20, 2009, from ABI/INFORM Global database. (Document ID: