Learning Organization: Continuous learning in an organization is one of the most sought-after elements across the world. More than the work experience and acquired skills, a learning organization can impart proper knowledge applicable throughout one’s career path. In this case, a learning organization would have to appeal to the five senses that Dr. Peter Sense coined in 1990. Interestingly, some of the learning organization aspects demand personal initiative while others such as shared vision depend entirely on an organization’s culture and systems. In this regard, the pillars of a learning organization are attained through in different ways while working through the various barriers in systems thinking, personal mastery, mental models, shared vision, as well as team learning.
Firstly, the experience of working in a healthcare organization is enriching in terms of personal growth as well as contributing to the organization’s success. The systems thinking approach is realized when using critical thinking leading to informed decision making. From the management level, the focus on the impact of decisions portrays systems thinking in progress. Decisions guided by market insights, feedback from professionals, analysis, and consultation have fueled systems thinking approach within an organization. This style has nurtured a learning organization by proper engagement leading to decision making.
Secondly, personal mastery largely depends on one’s stamina and drive to advance their knowledge in a certain area. For most of the employees, spontaneous learning through interaction and learning fulfills this element. However, to reach personal mastery is quite difficult, especially if knowledge has to be sought on purpose where a research needs to be carried out. Since the process impedes innovation and awareness of emerging issues in this sector, encouraging personal mastery should be attended to through scheduling time to engender learning or even working on this as a company culture.
Thirdly, mental models come in handy when motivating the pursuit for knowledge. A majority of employees have their presumptions and theories regarding the management, the job description or even how to deliver services. The preformed perceptions tend to bar openness to learning and adoption of even the best organizational cultures. Such perceptions ought to be turned into learning opportunities and grounds to educate and inform staff members. By challenging the theories, attitudes, and beliefs, organizational learning can benefit individuals and the organization as well.
Finally, shared vision and team learning take center stage in the quest to achieve the standards of organizational learning. Unfortunately, the organization lacks a system that guarantees that the workforce will share in the organization’s vision. However, in the healthcare organization where I worked, most employees valued the client-centered culture and the organization’s vision and mission to offer the most outstanding services. For team learning, individual positivity towards education aids is vital. The attitude stems from the friendly relationship that builds cohesion, exchange of knowledge, and collective effort towards learning as a part in turning a company into a learning organization. Team learning in this manner propels employees’ efforts towards achieving the shared vision.
To sum up, each of
these elements of a learning organization occurs differently, has various barriers
and can be achieved through a range of mechanisms. While investing in knowledge
is a prudent move, dealing with individual perspectives is vital in creating a
learning organization because teamwork, shared vision, mental models, and
personal mastery are deeply embedded in individual learning.
than anything else, these elements should be the focal point in the
organization’s learning systems.
Artman, Henrik, Robert Ramberg, Hans Jander, Sinna Lindquist, Martin Castor, and Jonathan Borgvall. Towards the Learning Organisation: Frameworks, Methods, and Tools for Resource-Efficient and Effective Training. Totalförsvarets forskningsinstitut (FOI), 2013.
Geppert, Mike. Beyond the Learning Organisation: Paths of Organisational Learning in the East German Context: Paths of Organisational Learning in the East German Context. Routledge, 2017.
Örtenblad, Anders. Handbook of Research on the Learning Organization: Adaptation and Context. Edward Elgar Publishing, 2013.
Fawzy. From Knowledge Management to Learning Organisation to Innovation: The
Way Ahead! Cambridge Scholars Publishing, 2015.
 Henrik Artman et al., Towards the Learning Organisation: Frameworks, Methods, and Tools for Resource-Efficient and Effective Training (Totalförsvarets forskningsinstitut (FOI), 2013).
 Fawzy Soliman, From Knowledge Management to Learning Organisation to Innovation: The Way Ahead! (Cambridge Scholars Publishing, 2015).
 Artman et al., Towards the Learning Organisation.
 Anders Örtenblad, Handbook of Research on the Learning Organization: Adaptation and Context (Edward Elgar Publishing, 2013).
 Mike Geppert, Beyond the Learning Organisation: Paths of Organisational Learning in the East German Context: Paths of Organisational Learning in the East German Context (Routledge, 2017).