Describe the Learning Organization Utilizing the Brain Metaphor
Andrew Johnson
MGT 501
Mgmt. and Org. Behavior
Dr. John Dudley Eveland
According to Pedler, Burgoyne, & Boydell (1991) a learning organization is defined as a company that facilitates the learning of its members and continuously transforms itself . With that definition, certain characteristics must be evident in the organization. Learning organizations are adaptive to their surroundings, encourage collective and individual learning, constructively utilizes feedback to achieve better results, and has enhanced adaptability (Fargo & Skyrme, 1995). Applying the brain metaphor to organizations, allows us to see how companies operate and how knowledge is shared and disbursed. This metaphor also demonstrates how this knowledge network is critical to the flow of information. Social networking is a key component in the way learning organizations grow and function in today’s budget conscious environment.
Roughly 50% of corporate performance is attributed to responding to change and complexity intelligently (Halal, 1997). A learning organization is more than the sum of all knowledge from individual members because all information is not accessed equally. All information that is stored or processed by members is only accessed when needed. A learning organization involves the development of higher levels of knowledge and skill and encompasses four levels of learning. This goes from the learning basic facts, processes and procedures (level 1); learning transferrable jobs skills (level 2); learning to adapt (level 3); and learning to learn which corresponds to innovation and creativity (level 4 ) (Fargo & Skyrme, 1995). The last two levels are the types of learning that is preferred in learning organizations. Smaller networks being only partially connected increases the possibilities of a learning organization by leading to better utilization of internal and external knowledge . An organization’s real edge comes from having complex,
MGT 501
Mgmt. and Org. Behavior
Dr. John Dudley Eveland
According to Pedler, Burgoyne, & Boydell (1991) a learning organization is defined as a company that facilitates the learning of its members and continuously transforms itself . With that definition, certain characteristics must be evident in the organization. Learning organizations are adaptive to their surroundings, encourage collective and individual learning, constructively utilizes feedback to achieve better results, and has enhanced adaptability (Fargo & Skyrme, 1995). Applying the brain metaphor to organizations, allows us to see how companies operate and how knowledge is shared and disbursed. This metaphor also demonstrates how this knowledge network is critical to the flow of information. Social networking is a key component in the way learning organizations grow and function in today’s budget conscious environment.
Roughly 50% of corporate performance is attributed to responding to change and complexity intelligently (Halal, 1997). A learning organization is more than the sum of all knowledge from individual members because all information is not accessed equally. All information that is stored or processed by members is only accessed when needed. A learning organization involves the development of higher levels of knowledge and skill and encompasses four levels of learning. This goes from the learning basic facts, processes and procedures (level 1); learning transferrable jobs skills (level 2); learning to adapt (level 3); and learning to learn which corresponds to innovation and creativity (level 4 ) (Fargo & Skyrme, 1995). The last two levels are the types of learning that is preferred in learning organizations. Smaller networks being only partially connected increases the possibilities of a learning organization by leading to better utilization of internal and external knowledge . An organization’s real edge comes from having complex,
References: Albrecht, K. (N.D.) Organizational Intelligence & Knowledge Management: Thinking Outside the Silos. Retrieved August 16, 2009, from http://karlalbrecht.com/downloads/OI-WhitePaper-Albrecht.pdf Andersen, E Australian Institute of Management. Organisational Intelligence: Interview with Karl Albrecht:. Retrieved August 16, 2009, from http://www.aim.com.au/resources/article_kalbrecht.html Bersin, J Friel, B. (2002) Hierarchies and Networks. Government Executive. April 1. Retrieved August 16, 2009, from http://www.govexec.com/features/0402/0402s2.htm Halal, W Krebs, V. (2007) Knowledge Networks: Mapping and Measuring Knowledge Creation. Retrieved August 16, 2009, from http://www.orgnet.com/IHRIM.html Pedler, M., Burgoyne, J NIH Publication No. 05-2163 Veryard Associates (2007) What is Organizational Intelligence? Retrieved August 16, 2009, from http://www.users.globalnet.co.uk/~rxv/kmoi/orgint.htm