Learning organization thought leaders interview series

2020 ◽  
Vol 27 (2) ◽  
pp. 163-171 ◽  
Author(s):  
Simon R. Reese ◽  
Yusuf Sidani
Keyword(s):  
Learning Organization ◽  
Design Methodology ◽  
Conceptual Development ◽  
Original Publication ◽  
Content Type ◽  
Peter Senge ◽  
Development And Evolution ◽  
Organization Evolution ◽  
Thought Leaders

Purpose The purpose of this paper is to synthesize the learnings from prior interviews with thought leaders in learning organization conceptual development. Prior interviews with Karen Watkins, Victoria Marsick, Michael Marquardt, Bob Garratt and Peter Senge are included in the summary, which is an interim step as The Learning Organization continues to explore the learning organization history and evolution. Design/methodology/approach The paper summarizes prior interviews to uncover commonalities and differences in the development and evolution of the learning organization concepts as described by thought leaders. Findings Both commonalities and differences exist in definition, development of theory and resilience since original publication. Common threads in concept develop appear across the authors mainly in influences by Revans, Argyris and Schön. Differences also exist in how each author developed learning organization constructs. Originality/value The synthesis reveals that although the learning organization may have differing definitions, there are commonalities that tie some concepts together. Additional interviews will be continued in the exploration of the learning organization evolution.

The influence of Senge’s book The Fifth Discipline on an academic career: a research journey into the learning organization and some personal reflections

2020 ◽  
Vol 27 (6) ◽  
pp. 513-520
Author(s):  
Swee Chua Goh
Keyword(s):  
Learning Organization ◽  
Collaborative Research ◽  
Design Methodology ◽  
Academic Career ◽  
Personal Reflection ◽  
Content Type ◽  
Peter Senge ◽  
Research Areas ◽  
New Challenges ◽  
Personal Reflections

Purpose In this paper, the author explores his research journey into the learning organization and its impact on his academic career. This paper describes how Peter Senge’s book The Fifth Discipline: The Art and Practice of The Learning Organization (1990) was the spark that led to the author’s focus on empirical research in the field. Design/methodology/approach This paper provides author’s personal reflections on how this decision put him on a path to a variety of serendipitous experiences, exciting research areas and also enabled him to engage in productive collaborative research with many of his colleagues. Findings The findings conclude with a discussion on what the author see as new challenges and perspectives for advancing research into the learning organization. Originality/value This paper provides a unique perspective on how The Fifth Discipline by Peter Senge has influenced an academic career. It presents a personal reflection of a research journey into the learning organization that spans over 30 years.

A journey of collaborative learning organization research

2018 ◽  
Vol 25 (3) ◽  
pp. 199-209 ◽  
Author(s):  
Yusuf Sidani ◽  
Simon Reese
Keyword(s):  
Collaborative Learning ◽  
Learning Organization ◽  
Design Methodology ◽  
Content Type ◽  
Cultural Aspects ◽  
Organization Research ◽  
Thought Leaders

Purpose This paper aims to provide an overview of the development of learning organization concepts from the perspectives of Dr Victoria Marsick and Dr Karen Watkins and presents an interesting evolution of their work together spanning over three decades. Design/methodology/approach Through a conversation with thought-leading scholars Dr Victoria Marsick and Dr Karen Watkins, this paper discussed serval topics pertaining to the evolution of the learning organization debate and provides their unique perspective on the development of their theories. Findings The learning organization debate has many foundations that today have led to differing perspectives, which Dr Marsick and Dr Watkins advocate. They developed their learning organization concepts from their particular background, which varies from others. To these thought leaders, cultural aspects are the critical focus of the learning organization. Originality/value The discussion with Victoria Marsick and Karen Watkins reveals their understanding of the evolution of the contested discussion around learning organization definition and implications. The understanding of this evolution, in their words, provides context for researchers and practitioners.

Taking the learning organization mainstream and beyond the organizational level

2020 ◽  
Vol 27 (1) ◽  
pp. 6-16 ◽  
Author(s):  
Simon Reese
Keyword(s):  
Action Research ◽  
Learning Organization ◽  
Design Methodology ◽  
Systems Approach ◽  
Organizational Level ◽  
Personal Perspective ◽  
Content Type ◽  
Peter Senge ◽  
Personal Mastery ◽  
Five Disciplines

Purpose This paper aims to provide an overview of the development of learning organization concepts from the perspective of Dr Peter Senge and presents an interesting evolution of his systems oriented view of the learning organization field over three decades. Design/methodology/approach Through a conversation with a thought leading scholar, Dr Peter Senge, this paper discusses several topics pertaining to the evolution of the learning organization through a systems approach and provides his perspectives on the development of his theories. Findings Dr Senge explains his origination of the learning organization from three distinctly different theoretical tracks. However, more important than the theory, he illuminates how the theories embedded within The Fifth Discipline actually originated from action research and have continued to evolve. Of particular interest, his sites personal mastery as the most often cited of the five disciplines and offers readers explanations as to why the personal change dimensions are so important, and so often neglected. He clearly describes what it takes to make genuine progress in becoming a learning organization. Originality/value The discussion with Dr Senge reveals his perspective on the evolution of the learning organization debate from his personal perspective. He provides insights that lead the reader to understand “what is a learning organization” and “what does it mean”.

scholarly journals Down to earth: Gaia storytelling and the learning organization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kenneth Mølbjerg Jørgensen ◽  
Anete Mikkala Camille Strand ◽  
Julia Hayden ◽  
Mogens Sparre ◽  
Jens Larsen
Keyword(s):  
Learning Organization ◽  
Design Methodology ◽  
Critical Zone ◽  
Social Implications ◽  
Truth Telling ◽  
Content Type ◽  
New Beginning ◽  
Shape Learning ◽  
Life On Earth ◽  
Practical Implications

Purpose In accordance with Latour, this paper aims to respond to the call for a “down-to-earth” post-learning organization approach to sustainability, which is critical of Senge’s conception of learning organization (LO). Design/methodology/approach “Gaia storytelling” is used to define a LO that is “down to earth.” Findings Gaia is understood through the notion of a critical zone, which foregrounds the local and differentiated terrestrial conditions in which life on Earth is embedded. Practical implications Gaia storytelling implies perceiving LO as a network of storytelling practices enacted and told by unique creative citizens. Such an organization sustains and grows through several entangled storytelling cycles that allow Gaia to shape learning. Social implications The article distinguishes five different storytelling cycles as a way to explore how the Gaia theater cycle connects to other cycles. The four other cycles are called Gaia thinking, explorative, creative and Gaia truth-telling. Originality/value A Gaian LO is a new beginning for LO.

scholarly journals Approaches to help the practitioner determine “are we a learning organization”

2018 ◽  
Vol 25 (5) ◽  
pp. 362-365
Author(s):  
Simon Reese
Keyword(s):  
Learning Organization ◽  
Design Methodology ◽  
Content Type ◽  
The Many ◽  
Practical Implications

Purpose The “Implication for practitioners” paper summarizes the articles within this issue of The Learning Organization in an easy-to-digest format for the practitioner audience. This paper aims to outline how in practice the structure and people and the interplay of both have an impact in creating a learning organization. Included in the paper is a summary of articles within this issue that outline different studies that can easily lead toward actions in practice. Design/methodology/approach The summary identifies specific elements from the articles within this issue that can applied in practice. Findings This issue of The Learning Organization is full of content to help practitioners think more deeply about assessing their organization and offers application of tools that can be easily applied in any organization. Practical implications The “Implication for practitioners” paper aims to outline areas where the articles can be further applied. The articles within this issue outline how structure and characteristics (or people) can provide a significant impact on developing a learning organization. Originality/value Readers can gain value in reading this summary, as it outline some of the many practical ideas outlined within the articles of this issue of The Learning Organization.

Spaces of performance: a storytelling approach to learning in higher education

2018 ◽  
Vol 25 (6) ◽  
pp. 410-421 ◽  
Author(s):  
Kenneth Mølbjerg Jørgensen
Keyword(s):  
Higher Education ◽  
Learning Organization ◽  
Design Methodology ◽  
Theoretical Discussion ◽  
Content Type ◽  
Approach To Learning ◽  
Conditions For Learning ◽  
Research And Teaching ◽  
And Control ◽  
Practical Implications

Purpose The purpose of the paper is to provide a framework for reflecting on how different ways of configuring spaces in higher education (HE) condition the possibilities of learning. Second, the purpose is to construct a storytelling approach for the configuration of such spaces. Design/methodology/approach The paper’s conceptual purpose is achieved through a theoretical discussion of three concepts: performance, politics and storytelling. Findings Learning in HE needs reconsideration in terms of what kinds of learning are made possible through the discursive and material configuration of the spaces of research and teaching. In particular, the focus to some extent should move away from the management and control of learning toward what enables learning. Practical implications The literature on organizational learning and the learning organization comprise concepts, methods and tools that play different roles with regard to controlling, shaping and enabling learning. When the focus is on learning in HE, it is important to be aware of the tracks of learning these technologies enable. Social implications The interest in managing and controlling learning is often problematic in relation to the potential of HE to produce new and innovative forms of learning. Originality/value This paper introduces the term “spaces of performance,” which directs attention toward the material, discursive and relational conditions for learning. It also introduces a space of storytelling as a new principle for learning in HE.

Learning organization – organization emerging from presence

2019 ◽  
Vol 27 (1) ◽  
pp. 17-30
Author(s):  
Nataša Rupčić
Keyword(s):  
Learning Organization ◽  
Critical Review ◽  
Paradigm Shift ◽  
Design Methodology ◽  
Social Problems ◽  
Wicked Problems ◽  
Social Dimensions ◽  
Content Type ◽  
The Individual ◽  
Practical Implications

Purpose The purpose of this paper is to discuss the possibilities of transcending individual, organizational and social problems through the prism of presence as suggested by Senge et al. (2012). Design/methodology/approach The paper is based on the critical review of previous contributions. Findings The idea of a learning organization seems romantic and elusive, as well as difficult to implement, especially when the definition by Senge (1990) is considered. At the same time, organizational and social complexity is increasing and resulting in numerous difficult or wicked problems. To reach integrative and transcending solutions, a change in perception and surrender to presence is key. Research limitations/implications Conclusions provided in the paper could benefit from further practice to corroborate the findings. Practical implications Suggestions for practitioners have been provided on how to solve personal, organizational and social problems on the basis of the paradigm shift and the shift in perception. Originality/value In this paper, the individual, organizational and social dimensions in terms of their intricacies are considered and solutions are offered that could simultaneously solve wicked problems on all three levels.

The conceptual heritage of public relations: using public memory to explore constraints and liberation

2019 ◽  
Vol 23 (4) ◽  
pp. 375-392
Author(s):  
W. Timothy Coombs ◽  
Sherry J. Holladay
Keyword(s):  
Public Relations ◽  
Design Methodology ◽  
Public Memory ◽  
Content Type ◽  
The Public ◽  
The Past ◽  
Counter Narratives ◽  
Dominant Narratives ◽  
Practical Implications ◽  
Development And Evolution

Purpose The purpose of this paper is to describe three foundational concepts that contribute to conceptual heritage of the field of public relations (publics, organizations and relationships). Conceptual heritage is positioned as a type of shared public memory, a dominant narrative, that encourages adherence to the past whilst recognizing that counter-narratives can pose useful alternatives to foundational concepts. Design/methodology/approach The approach is a selective literature review that describes three dominant concept categories and presents more recently developed alternative concepts and approaches to illustrate how public memory is subjective and evolving. Findings The concepts of publics, organizations and relationships have grounded the dominant narrative and development of the field of public relations. Though these concepts continue to be influential as researchers rely upon and expand upon their legacies, counter-narratives can spur the innovation of ideas, measurement and practice. Research limitations/implications The paper focuses on only three major foundational concepts selected by the authors. The importance of these concepts as well as additional examples of the field’s conceptual heritage and evolution could be identified by different authors. Practical implications The analysis demonstrates how the public memory contributes to the development and evolution of the field of public relations. Counter-narratives can offer appealing, subjectively constructed challenges to dominant narratives. Originality/value This paper describes and critiques public relations’ conceptual heritage and argues that conceptually and methodologically-based counter-narratives have contributed to its evolution.

Exploring linkages between unlearning and relearning in organizations

2019 ◽  
Vol 26 (5) ◽  
pp. 500-517 ◽  
Author(s):  
Shubham Sharma ◽  
Usha Lenka
Keyword(s):  
Literature Review ◽  
Lifelong Learning ◽  
Learning Organization ◽  
Systematic Literature Review ◽  
Design Methodology ◽  
Process Model ◽  
Content Type ◽  
Course Of Action ◽  
New Knowledge ◽  
Conceptual Difficulties

Purpose Learning, unlearning and relearning (LUR) has been preached as a panacea to organizations. Whereas, research on learning and unlearning has grown exponentially, relearning is still considered as an obscure concept. This paper aims to provide a new insight on organizational relearning and highlight its linkages with organizational unlearning. Design/methodology/approach This study is based upon a systematic literature review of organizational unlearning and organizational relearning. Papers expounding upon relearning were carefully analyzed vis-à-vis organizational unlearning. Findings Organizational unlearning and organizational relearning assume a vital place in developing a learning organization. However, linking the two processes in a sequence tends to arouse certain conceptual difficulties. First, it is not necessary that relearning follows this prescribed ordering sequence. It is a process that can happen without prior unlearning. Second, based on the process model and multiple definitions of unlearning, the very purpose of organizational unlearning is to acquire new knowledge (relearning in literature). Therefore, in this sense, relearning seems to become a redundant concept and a neologism. As a result, this hampers the proper contextualization of relearning. Originality/value This paper attempts to expound upon the debate of organizational relearning and its interplay with organizational unlearning. As the concept of lifelong learning and building learning organizations assumes the center stage in contemporary organizations, it is suggested that unless the conceptual issues of related to LUR are not adequately addressed, academicians will naturally find it difficult to prescribe proper course of action to practitioners.

New learning and old learning

2020 ◽  
Vol 34 (6) ◽  
pp. 21-23
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Management Processes ◽  
New Learning ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings Organizational learning is one of those themes that everyone within a firm can get on board with. It sounds important and logical, and no one is going to argue against organizational learning, are they? Once the HR department declares your firm a “learning organization” and ensures that knowledge management processes are updated, new training is rolled out and mentoring introduced across hierarchies, everyone will be happy in the knowledge that they are now part of a learning organization. Practical implications This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Sign in / Sign up

Export Citation Format

Share Document