ORGANIZATIONAL LEARNING Death is the last terminal learning behavior ( E.M Bevis 1992 )

1. ORGANIZATIONAL LEARNINGDeath is the last terminal learning behavior(E.M Bevis 1992 )

2. Some Useful Definitions Learning is to achieve things together . Learning to become ourselves, to achieve our full potential. Collaborative learning is about how to achieve things together& cooperating in collective learning.

3. Introduction . • The world seems to be changing faster and faster—from the technologies available to us, to the increasingly global scope of our interactions. • Moreover, the problems facing us as a global community seem to be growing ever more complex and serious. • How do the organizations navigate such change and address these problems—????

4. -Organization hold an important key to these questions. - The field of organizational learning explores ways to design organizations so that they fulfill their function effectively, encourage people to reach their full potential, and, at the same time, help the world to be a better place. .

5. What is learning organization Learning company is: an organization that facilitates the learning of all its members and continuously transforms itself.

6. What is Organizational Learning (cont.) Organization that is able to transform itself by acquiring new knowledge, skills and org. behaviors. - In successful learning organizations, individual learning is continuous, knowledge is shared, and the culture supports learning.

7. What is Organizational Learning (cont.) -Employees are encouraged to think critically and take risks with new ideas .

8. What is Organizational Learning (cont.) -Organizational learning is the process by which organizations change their cultures and systems in relation to market conditions. Organizations must do this in order to improve their competitiveness and achieve a sustainable competitive advantage

9. -Organizational learning (OL) is a set of processes to: - help people create new knowledge, -share understanding, and -continuously improve themselves and the company. - More forward-thinking companies see OL as a core competence necessary to survive in the marketplace.

10. -The primary applications of OL focus on corporate-wide functions such as: strategic planning, quality improvement, organization and management development, and structural design.

11. What is Organizational Learning in OD In organizational development (OD)learning is a characteristic of an adaptive organization, i.e., an organization that is able to sense changes in signals from its environment and adapt accordingly.

12. organizational learning theory • which says that an organization adjusts defensively to a changing environment and uses knowledge offensively to improve the fit between itself and its environment.

13. DEFINITION Peter Senge defined a learning organization as human beings cooperating in dynamical systems that are in a state of continuous adaptation and improvement.

14. concept of the learning organization Senge’s concept of the learning organization places high value on developing the ability to learn and then make that learning continuously available to all organization members.

15. As Peter Senge wrote in his seminal book The Fifth Discipline: Organizational learning focused originally on the practice of five core disciplines, or capacities, of which systems thinking forms the cornerstone:• systems thinking • team learning• shared vision• mental models• personal mastery

16. Systems thinking Systems thinking: is the art of seeing the world in terms of wholes, and the practice of focusing on the relationships among the parts of a system. By looking at reality through a systems thinking "lens," you can work with a system—rather than against

17. systems thinking : every one learns how the whole organization works.

18. Team learning team learning: is what happens when a group of people working on something together experiences that rare feeling of synergy andproductiveness that happens when you're "in the groove." When a team is truly learning, the group as a whole becomes much more than just the sum of its parts.

19. Team learning:– every one works together to accomplish the plan.

20. Shared vision Shared vision --emerges when everyone in an organization understands what the organization is trying to do. -is genuinely committed to achieving that vision, - and clearly grasps how his or her role in the organization can contribute to making the vision real.

21. Practicing this discipline involves knowing how all the parts of the organization work together and being clear about how your own personal goals align with those of your organization.

22. shared vision–every one understand and agree to a plan of action.

23. Personal mastery: --is the art of identifying what mark you want to leave on the world during your lifetime. -That is, what's your unique purpose in life, and how do you want to go about fulfilling that purpose?

24. Personal mastery: every one becomes self- aware and open to others.

25. Mental models: are the deep beliefs and assumptions we hold about how the world works. These models shape the decisions we make in life, the actions we take in response to events, and the ways in which we interpret others' behavior

26. Mental models–every one sets aside old ways of thinking.

27. other disciplines: that support and expand on the above five are:

28. Corporateculture is that intangible "something" that influences the environments in which we work every day. In the field of organizational learning, it refers to the policies, beliefs, activities, and rituals that determine an organization's "personality.“ A company's culture can support or hinder learning, encourage or stifle creativity, and so on.

29. Dialogue focuses on new communication forms that strengthen a group's collective intelligence. With practice, you will transform the way you talk with others, stimulating questions and insights that we often miss through traditional forms of conversation.

30. Work/life balance Work/life balance is another area receiving increasing attention in the organizational learning field. - More and more, people are seeking to design their work so that they have room for the other important dimensions of their lives—family, community, self-development, and so on. - At the same time, the boundaries between work and home life have blurred in recent decades.

31. The discipline ofwork/life balance: address the question of how to set priorities and find meaning in both our work and non-work lives.

32. And as we move into the 21st century, we'll no doubt see new disciplines emerge in this dynamic field

33. What's the Managers' Role in the Learning Organization? Senge (1990): The leader's role in the LO is that of a designer, teacher, and steward who can build shared vision and challenge prevailing mental models. He/she is responsible for building organizations where people are continually expanding their capabilities to shape their future --

34. What is the Role of Information Systems in the Learning Organization? -servingOrganizational Memory. -can serve the other three processes ----Knowledge Acquisition, -Information Distribution, -Information interpretations. .

35. BP”S CEO Browne: organization can learn from many sources *They can learn from their own experience . *They can learn from the experience of their contractors , suppliers, partners, and customers. *And they can learn from firms in unrelated businesses . “ ALL of this. Of Course , depends on willingness to seek out learning opportunities from these sources and to make information sharing an expected and valued work behavior

36. Tools to stay competitive Choice, Fit, Learning, Managing & Coaching

37. The strategic flexibility and learning organization . • To develop strategic flexibility the company demand to become a learning organization which is skilled at creating , a acquiring , and transferring knowledge and at modifying its behavior to reflect new knowledge and insights. • OL is a critical component of competitivenessin a dynamic environment.

38. Learning organization(cont.) LO is skilled at four main activities : • Solving problems systematically. • Experimenting with new approaches. • Learning from their own experience as well from other experience . • Transferring knowledge quickly and efficiently throughout the organization .

39. Learning organization(cont.) • Strategic management is essential for LO to avoid stagnation through continuous self examination and experimentation .

40. Learning organization (cont.) Organizations cannot survive unless the rate of learning is equal to or greater than (L>C) the rate of change they are experiencing

41. FINALLY: • in children Learning disabilities are tragic, but they are fatal/deadly in organizations!!!!