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LEARNING ORGANIZATION

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Achmad Ghazali

on 1 September 2013

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Transcript of LEARNING ORGANIZATION

Achmad Ghazali
LEARNING ORGANIZATION
What is Learning Organization
Why Do So Many Organization Fail to Learn?
Key Word
Peter Senge - The Fifth Discipline
The learning company is a
vision

of what might be possible
. It is not brought about simply by training individuals; it can only happen as a result of
learning at the whole organization level.

A learning company is an organization that
facilitates the learning
of all its members and
continuously transform itself
(Pedler et. al., 1991)
According to Edward H. Schein: Learning organization fail may be caused, not by resistance to change, human nature, or poor leadership, but by the lack communication among cultures in its organization members
Defensive routines
The complexity of systems
Continually
expand their capacity

Learning organization (are) organizations where people
continually
expand their capacity to create the results
they truly desire
, where new and expansive patterns of thinking are
nurtured
, where collective aspiration is
set free
, and where people are continually to see the
whole together
.

The result they truly
- New Idea
- Expansive thinking
- Creativity

Learning organization are characterized by total
employee involvement
in a process of
collaboratively conducted
,
collectively accountable
change directed towards
shared values or principles
(Watkins and Marsick, 1992)
Peddler et al
Watkins and Marsick, 1992
COMING FROM ORGANIZATION AND EMPLOYEE AS SYSTEM, VALUE, HABIT, & CULTURE
TOP DOWN : VISION
BOTTOM - UP :
INVOLVEMENT
SENGE:
IMPORTANT
POINT
- LO are
adaptive
to their external environment
- Continually enhance their
capability to change/adapt
- Develop
collective
as well as
individual learning
- Use the
results
of learning to achieve better results
MAIN ACTIVITIES AT LO
Systematic Problem Solving
Experiment with new approach
Learning from their own experience and past history
Learning from the experiences and best practices of others
Transferring knowledge quickly and efficiently throughout the organization
CONCEPTUAL FRAMEWORK FOR LO
LEARNING PROCESS
Identification/creation
Diffusion
Integration
Action
SYSTEM LEVEL
Individual
Group
Organization
Inter Organization
LEARNING MODELS
Cognitive learning
Affective learning
Psychomotor learning
LEARNING TYPES
Type I: Single Loop
Type II: Double Loop
Type III: Deutero
ADAPTIVE (single loop)
Generative (double loop)
Deutero
2
4
5
Involves coping with situation
Limited by the scope of current organizational assumptions
Occurs when a mismatch between action and outcome is corrected without changing the underlying values of the system that enabled the mismatch
Moves from COPING to CREATING an improved organizational reality
Necessary for eventual survival of the organization
Occurs when organization learn how to carry out single-loop and double-loop learning.
Awareness of ignorance motivates learning, it will raise the issue in identifying learning styles, the process, and the structure in promoting learning.
WHY LEARNING ORGANIZATION ?
CHAOS
CHANGE
COMPLEXITY
"The illiterate of the 21st century will not be the individual who cannot read and write, but the one who cannot learn, unlearn, and relearn" - Futurist Alvin Toffler
Situations that are difficult to understand, have considerable ambiguity and uncertainty, and often have no "solutions", only option and trade-offs
Seemingly random events that have an underlying pattern
(which is difficult to discern)
Turbulent environments in which the future is difficult to predict or control
EXAMPLES
World wide epidemics: HIV, SARS, H1N1
Urban sprawls: balancing demand for growth with environmental protection
Gaining boarder security (without harming economic activity)
Information security (while dealing with privacy concern)
Attracting/retaining quality employees (in an age of competitive sourcing)
Dealing with rising/competitive customer expectation (with stable/declining resources)
Continually changing senior leadership priorities
6 PRACTICES OF ORGANIZATIONS
Understand, communicate the "main thing" that is central to success
Create alignment around the main thing by giving everyone "a line of sight"
Defer to expertise
Utilize multiple perspectives to gain a system understanding
Maintain fluid communications scrosspermeable boundaries
Support continual training, learning and practice
LEARNING ORGANIZATION
Senge Proposed Fifth Discipline of a Learning Organization
Shared Vision
Team Learning
System Thinking
Mental Models
Personal Mastery
SHARED VISION
TEAM LEARNING
SYSTEM THINKING
PERSONAL MASTERY
Mental Model
"Not an idea .... rather a force of impressive power. It lift us out of our existing aspirations, and opens the doors to new ones"
Critical because it provides the focus and energy for learning
Gives a real sense of purpose
Must be real - genuine
Learning organization and high performing teams cannot excel–or even exist–without this
Promotes focus and long-term commitment to organizational effectiveness and survival
Individual Vision is NOT Enough
Shared your vision. See through other's eyes
Create a shared vision that everyone can support
A True Shared Vision
Draws out the commitment of people throughout the organizations IF developed with everyone's input
Not shared unless it has staying power and evolving life-force that lasts for years
A Shared Vision Requires Effective COMMUNICATION
"Is the process of aligning and developing the capacity of a team to create the results its members truly desire"
It is team learning, not individual learning, that adds to organizational learning
People need each other to achieve their objectives
Teams are the key learning group of organizations
Talented teams are made up of talented individuals
Team learning is the building block for organizational learning
Team learning is the result of COLLABORATION
"A system is a perceived whole whose elements 'hang together' because they continually affect each other over time and operate toward a common purpose"
Framework for focusing on patterns and relationships
Widens people's perspective
Involves adopting a holistic approach to problem solving–no individual blaming
Involves the ability to see connections between issues, events and information as a whole or as pattern, rather than as a series of unconnected parts.
Not breaking problems up into individual pieces. The focus is on trying to understand how relevant factors collectively interact to produce the problem
System Thinking is essential for effective ADVOCACY
“Deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action."”
"The essence of personal mastery is focusing on ultimate desires .... approaching life from creative rather than a reactive viewpoint"
Relates to a special of proficiency achieved through a commitment to lifelong learning
Clear connection between individual development and organizational learning
More than achieving a set of skills and competencies
Based on a commitment to truth about crrent reality
Personal Mastery requires a high degree of PROFESSIONALISM
Difference between learning organization vs organization learning
Learning organizations function focused on the what & describes the systems principles & characteristic of organizations that learn and produce as a collective entity
Organizational learning, refers to how organizational learning occurs, i.e: the skills and processes of building and utilizing knowledge
Organizational learning is just one dimension or element of a learning organization
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