Discussion

Posted: March 26th, 2020

Discussion

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Discussion

#1 a J. S.

Agreeably, while the ideal of the learning organization seems to encapsulate the next level of growth for the typical firm, it has not come to its full realization. Because of specific factors related to its implementation within the organizational setting, the concept in question has managed to elicit stagnant results that do not reflect progress. In addition to this, the failure of the learning organization is mostly illustrated by the absence of real-life instances based on its implementation (Garvin, 2010). After all, evidence that exhibits the progressive impact of the learning organization ideal will be indicative of its progress. Consequently, the ideal in question does not possess significant relevance since it fails to recognize organizational dynamics and prerequisites as identified by its focus on executives only (Marquardt, 2010).

#2 D. M.

A considerable disparity is evident between the ideal of learning organization and the notion of organizational learning. In fact, the ideal of the learning organization simply points to an organization that possesses a philosophy aimed at expecting and responding towards change and risk. On the other hand, organizational learning refers specifically to a process aimed at detection and correction of errors within the respective setting (Argyris & Schön, 2008). In this sense, the learning organization ideal is a paradigm towards which firms have to progress for the sake of gaining capabilities required to initiate a response against various pressures. Organizational learning simply involves the process that organizations apply to satisfy the learning organization ideal (Dixon, 2014).

#3 b J. S.

Undeniably, the best situation for the application of organizational learning takes place in the event after the performance of an error or a mistake. Rather than ignore or conceal such mistakes, firms that learn from the error in question have a chance to gain significant capabilities that they can utilize to ensure continuous improvement via measures such as the Six Sigma paradigm (Gilley & Maybunich, 2012). Since organizational learning is a process focused on reaching the ideal of the learning organization, it encompasses activities that facilitate collective and individual learning (Pieters & Young, 2001). In this respect, learning from an error ensures the growth of the individual and the organization as a holistic system.  

References

Argyris, C., & Schön, D. (2008). Organizational learning: A theory of action perspective, Reading, MA: Addison-Wesley.

Dixon, N. (2014). The organizational learning cycle. How we can learn collectively. New York, NY: McGraw-Hill

Garvin, D. A. (2010). Learning in action. A guide to putting the learning organization to work, Boston, MA: Harvard Business School Press.

Gilley, J. W., & Maybunich, A. (2012). Beyond the learning organization. Creating a culture of continuous growth and development through state-of-the-art human resource practices, Cambridge, MA: Perseus Books.

Marquardt, M. J. (2010). Building the learning organization. New York, NY: McGraw-Hill.

Pieters, G. W. & Young, D. W. (2001). The ever-changing organization: Creating the capacity for continuous change, learning, and improvement. New York, NY: Prentice Hall.