Organizational Learning and Change Management
Over a past few decades the concept of Organizational Learning has acquired increasing importance, due to rapid changes in the business environment and increasing competition. An extensive review of the Literature stresses on the fact that the organizations which build their learning capabilities can enjoy a leadership edge in the competition, can remain innovative and significantly improve their top line as well as bottom line profitability.
In 1990, Senge in his seminal book The Fifth Discipline, provided an elaborate coverage on the core disciplines which contribute towards building a learning organization and those are shared vision, learning of teams, systemic approach, personal mastery and mental models.
Organizational Learning can be interpreted in terms of a continuum from progresses from the stage of no learning to the complete learning stage. No learning stage is characterized by rigidities, insensitive approaches or closed attitude towards sharing of realities and experiences. While, on the other hand, full learning stage characterizes openness, flexibility and adaptability towards the changing events or experiences. There are several forces or mechanisms which contribute towards establishment of learning organizations.
Elements of Organizational Learning
Mechanism for fostering Organizational Learning
This can be analysed in five different categories:
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