What are the characteristics of a true learning organization?
| DOI | https://doi.org/10.1108/14754390780000943 |
| Pages | 4-4 |
| Date | 01 January 2007 |
| Published date | 01 January 2007 |
| Author | Andrew Mayo |
| Subject Matter | HR & organizational behaviour |
4Volume 6 Issue 2 January/February 2007
Q&A
,
Leading industry experts answer your strategic HR queries
Q: What are the
characteristics of a true
learning organization?
A
learning organization is perhaps
better described as a learning
culture. Cultures take time to
build and require concerted, integrated
effort. Of course, we also expect to see
some tangible benefits to stakeholders
as a result of creating such a culture.
We can divide the characteristics of a
learning organization into processes
and behaviors.
Processes
In a learning organization we would
visibly see people participating in
processes which encourage and
stimulate learning at all levels.
Individuals will own personal learning
plans and be accountable for their
completion. We would see them
allocating time for this, and securing
the resources they need.
Teams will spend time sharing
experiences and passing on individual
knowledge to one another. Project
teams will ensure they have learnt from
previous history and pass on their own
lessons learned.
At the organizational level we will
find individuals dedicated to
coordinating knowledge management,
to external scanning and benchmarking,
and to facilitating communities of
practice across internal boundaries.
There will be processes enabling people
to find out who has special expertise,
what’s been done before in a particular
arena, and relevant data. Resource will
be dedicated to making this culture
work, just as resource is dedicated to
financial and IT processes.
Behaviors
A learning culture will also be
characterized by some consistent
behaviors that are rewarded - and their
opposites are sanctioned. This
reinforcement may only be by approval
or disapproval, but everyone needs to
know what is “OK” and what is “not
OK.” Senior management must model
and positively encourage the “OK.”
The first behavior is a ubiquitous and
relentless curiosity – people at all levels
and in all functions searching for the
knowledge that will help them do their
tasks more effectively. Constantly open
minds are needed, which means
frequent consultation with others and
seeking a variety of views before
decisions. Openness extends to
information and data, and widespread
communication. Overall, people will be
sharing: freely and willingly providing
their knowledge to others and seeking
it where needed. This is perhaps the
most “unnatural” behavior, especially in
political and bureaucratic organizations.
Tangible benefits
What tangible benefits would a learning
organization be producing? We will find
we are not wasting money through a
variety of causes – duplication of effort,
making the same mistakes more than
once, causing problems due to lack of
expertise.
Productivity will improve as less time
is wasted and better solutions come
faster. Customers should experience
increased sensitivity to their needs and
innovative products and services.
Employees will feel they are constantly
growing as people and are almost
certain to react positively to an open,
trusting environment. People will not be
leaving the organization due to lack of
training and development or an
unsupportive culture. Measures and
targets can be assigned to all these
benefits.
Any culture change is a journey and
all journeys take many steps. We need
milestones of achievement, which must
be logged and publicized. Success
depends on consistent direction and
leadership from the top. A small amount
of project management effort and
investment in technology for
communication is vital. But it will be
worth it.
Andrew Mayo
is president of the HR
Society,Associate Professor
of Human Capital Management at Middlesex
University,a Fellow of the Centre for Management
Development at London Business School, and a
consultant,writer and speaker.He has also spent 30
years in large international organizations.
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