A T Still University Learning Organizations Discussion

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Instructions:

  • You must use at least 1 peer-reviewed
    reference published within the past 4 years (and not used in the
    original posting) in your response.
  • Do not simply revisit
    what was discussed in the thread, but add information from the unique
    article you researched on the concept and compare the findings.Did the
    findings of the article you found and the articles used in the original
    thread agree, disagree, address different aspects of the concept?
  • Use APA format and write in 3rd person.

Text:

Learning Organizations

Definition

A Learning Organization is an organization that is skilled at
creating, acquiring and transferring knowledge and modifying its
behavior to reflect new knowledge and insights. (Bateman p. 170)

Summary

This article was written by Russ Vince of the School of Management
at the University of Bath in the UK. He attempts to explain an ongoing
paradox of a Learning Organization. He hypothesizes that the
environment that needs to exist in a Learning Organization can
simultaneously create an environment that could actually prevent or
hinder the objective of learning. He cites three tensions, “Inhibited
freedom arises from the tension between habitual behavior that restricts
their ability to learn, and the freedom to enact their authority in the
service of learning. Detached engagement arises from defensiveness. On
the one hand, defenses reduce the risk that emotions will overwhelm the
task of learning, but in doing so, they remove the creative potential of
those emotions to inform and support learning. Ambivalent enthusiasm
arises from an active lack of interest in experimenting with the
possibilities and pitfalls of leadership and followership roles, while
seeming to be enthusiastic about it.” (Vince p. 278-279) It appears
that our own personality, emotions fears can somehow play a role in how
efficiently a learning organization can be.

Discussion

When you first consider the idea of a Learning Organization, it
makes complete sense and should be the goal of all organizations. The
Learning component seems to be an obvious advantage that all
organizations would benefit from. As with most things, the Devil is in
the details. We must first consider or more accurately realize that
companies are made of people. Those people must be able to agree on
what it is to be a Learning Organization and equally important; how to
foster discussions in a way that maintains the spirit and goals of
becoming a Learning Organization. Both articles discussed the potential
drawbacks that may occur in a Learning Organization and attempt to
improve on the design by further understanding the nuance the people
bring to idea communication. It is clear in both articles that tension
can come from offering input to the group in an effort to create value
that allows the company as a whole to learn how to make better
decisions. This where both articles agree that these underlying
tensions must be effective dealt with in order to improve the overall
efficiency of the organization’s ability to learn. Russ Vince’s article
focusses more on the acknowledgement of the existence of these such
tensions, whereas Antonacopoulou spends more time discussing how to
overcome these tensions. He states, “Sensuous Organizational Learning
exposes what lies in the space-in-between loops of learning. We have
accounted for the attentiveness, alertness, awareness, appreciation,
anticipation, alignment, activation and agility as dimensions of the 8As
framework, presenting sensuousness and sensoriality as integral to the
New Learning Organization. By drawing attention to the paradigm of
emplacement we sought to extend the focus on how learning is enacted and embodied by individuals, groups and the organization at large
through a greater focus on tensions.” (Antonacopoulou p. 315) He
provides three principles that would facilitate this by using “–
Institutional Reflexivity, High Agility Organizing, Learning Leadership –
that express the commitment of the Learning Organization to serve the
common good.” (Antonacopoulou p. 315) He feels that these three
principles will help overcome the tensions that make Learning
Organizations less efficient.

Biblical Integration

As I write this, I am asking myself how to incorporate a Learning
Organization into the Bible. The articles both discussed barriers that
come from inside the people who are supposed to be in charge of the
learning process, with one article discussing how to overcome some of
these tensions. The Bible speaks a lot about those who believe and those
who do not believe in God as well as what may be the underlying reasons
for both groups of people. The articles and the Bible understand that
working together and sharing ideas may not always be easy, but it is
always worth it. Finding and understanding personal barriers to
learning and therefore teaching are what need to be broken down so that
the whole organization can function more efficiently.

References

Bateman, Thomas S., Snell, Scott A. & Konopaske, Rob (2020) M: Management Sixth Edition McGraw Hill

Vince, R. (2018), “The learning organization as paradox: Being for
the learning organization also means being against it”, The Learning
Organization, Vol. 25 No. 4, pp. 273-280.

Antonacopoulou, E., Moldjord, C., Steiro, T. and Stokkeland, C.
(2019), “The New Learning Organisation: PART I – Institutional
Reflexivity, High Agility Organising and Learning Leadership”, The
Learning Organization, Vol. 26 No. 3, pp. 304-318

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