Preparing for the third edition of Learning & Development Summit, we continue the dialogue with the panel members. Today we reveal the answers of Valerie Anderson, Magnus Persson and Peter Strupp.
Roxana Mocanu, ITOL: “Why is the learning organization so important into practice?”
Magnus Persson, Learning Teacher Network: One of the reasons I see is the need to create true learning environments, where transfer of knowledge and experience as well as collective inquiry exist in reality (in other words, the end of individual ‘silent knowledge’); where a common vision for learning and doing can be formed; and, where mistakes are welcome and seen as opportunities for learning.
Dr. Valerie Anderson, CIPD, University of Portsmouth: Learning Organization ideas are important to put into practice as they are the foundation for organizations to change and adapt. They provide the basis for change, adaptation and transformation. Although Learning Organization ideas have been recognised for over thirty years as important to achieve competitive advantage, nowadays the Learning Organization idea is even more important to help organizations change and adapt to enable organizations to survive, innovate and prosper in difficult economic circumstances.
Peter Strupp, AchieveGlobal: In practice, while many organizations proclaim themselves a “learning organization”, the execution is still very poor. The proper use of organizational diagnostics and learning transfer methods for business impact, need a great deal of improvement in organizations around the world. There are huge possibilities here, and most senior business leaders do not recognize how much shareholder value can be created through well executed human capital initiatives.
Roxana Mocanu, ITOL: “What is the CEO of an agile organization taking care of most: Command or Control?”
Peter Strupp: I believe that the senior leader has an obligation to ensure the values and beliefs of the company are adhered to. However, in order for there to be high growth, there needs to be decentralized collaboration. Leaders need to listen to their people. Continue reading ‘Practicing the learning organisation(II) – a dialogue with Valerie Anderson, Magnus Persson and Peter Strupp’
Perry Timms, The Big Lottery Fund: “A true learning organisation is one that puts a real value on learning and not just a rhetorical mantra to sound good. Why should an organisation be a learning one? It’s about a number of things but in the turbulent times we are in, it appears to be mostly about survival. Kodak and Woolworths are 2 names from my childhood that don’t appear to have been learning organisations through their collapses. If they were learning organisations, they’d see what consumers wanted and needed and they’d find this not in market research or consultant-led change programmes, they would listen to their staff and learn from and with them. Therefore a learning organisation has to be a listening one, an enabling one and a persuasive one. Listening means truly setting up processes and channels to capture staff feedback and ideas. Enabling means allowing staff time to be curious about their role, their immediate environments an the wider operating context and persuasive – sometimes people need persuading that they can make a difference, their views are valid and they should take time to be curious, reflective and creative.
Harry Bundred, ITOL: “The learning organisation concept has now been around for 20 years approx. and I am yet to see much evidence of a true Learning Organisation in practice. Whilst it still remains a popular theory for discussion the step into practice appears to be a reluctant one for many organisations to take. I suspect it is a bit like trying to turn an oil tanker at sea, by that I mean the time, distance and energy required is far greater than first thought – and organisational stamina is rarely up to it.”
