Learning organisation

Chapter 3 - Experiential Growth Method® - Deeper dive - Action field

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Back to Action fields or Book content

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Welcome to the Learning organisation page

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What is the learning organisation?

The Learning Organisation can cause one major error: the Learning organisation becomes an end its own right, confusing an emergent property with a manageable cause.

Organisational learning is about how

• organisations select and encode routines
• organisation expands its repertoire of actions, and they focus on how knowledge is acquired and distributed
• shared interpretations of reality

When its members learn an organisation’s capability may be enhanced.

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Thinking about the concept

A visual thesaurus search is always an excellent starting point to discuss a concept definition:

LEARNING
https://www.freethesaurus.com/learning

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Relations of Learning organisation within Organisational futuring (and Corporate futuring)

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There exists a close vertical relationship within Organisational futuring:

• Outer focus: Requisite organisation
• Other focus: Learning organisation
• Inner focus: Collaboration

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On the Other focus level, a close relationship exists with:

• Process management
• HR management
• Talent development

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Corporate futuring and Organisational futuring intertwine, on the Other focus level, through:

• Operational management
• Organisational structure
• Ethical decision making
• Performance

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In concrete terms, this means:

• The trio - 'Collaboration', 'Learning organisation' and 'Requisite organisation' - is inextricably linked.
• Your Learning organisation' contributes substantially to 'Process management', 'HR management' and 'Talent management'.
• Furthermore, 'Learning organisation' is part of the Other focus level where 'Organisational-' and 'Corporate futuring' meet.

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Questions we can ask ourselves when contemplating our Learning organisation

• Support our 'Learning organisation', our 'Proces management', our 'Talent management' and our 'HR management'?
• Is our 'Learning organisation' based on 'Collaboration'?
• Is our 'Learning organisation' robust enough to generate a vialble 'Requisite organisation'?
• Is our 'Learning organisation' keen enough to support 'Ethical decision making' and 'Performance'?
• Is our Learning organisation a collider or a mediator between our 'Talent development' and our 'Process management'?

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Tools

	Link
Sectorfederaties	SERV]	BE	NL

Hand picked links

	Link
Scott H. Young	Articles - Scott H Young	ENG

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