Understanding and Applying the Benefits of Learning Organizations Essay Example for Free

Understanding and Applying the Benefits of Learning Organizations Essay With today’s increasing challenges created by diversity and proliferation of information, organizations are continuously adapting to address these developments and relate these trends with the overall objective of promoting its values and principles. At the same time, there has been a commitment among institutions and organizations to bridge the gap brought about by cultural differences and conflict. It is through this area that they seek to create an environment where active learning and fostering elements of participation take place. Operating on this idea, there is a need towards creating an environment wherein collective responsibility and accountability is fostered. By applying this concept, better appreciation can be deciphered and lead towards greater application of an organization’s overall purpose. In the end, by recognizing the relevance of values, goals and practices and supplementing it with an appropriate leadership style, it can actively facilitate effective interplay of power among members and augment the needed areas for change. Organizational Learning vs. Learning Organizations Prior to dwelling into the analysis of the concept, it is essential to differentiate the term organizational learning with learning organizations. This is important because it can give out the necessary parameters where this term functions and how it can create the viable opportunities for application. Looking at it, the term organizational learning circumvents around the initiative to develop and enhance processes associated to increase effectiveness in both production and output. It operates in such a way that â€Å"organizations have invested much energy in making improvements in company performance using TQM, reengineering, external consultants and a host of other techniques concerned with the continuous improvement processes† (Dar-El, 2000, p. 186). On the other hand, the term learning organizations is a relatively new concept that seeks to create a move towards change in a more holistic setup. â€Å"Learning organizations [are] organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together† (Smith, 2001, p. 1). It is in this area that the people conceptualize on creating a framework that is admissive and responsive to the challenges given. With these given, it can be argued that these two practices have different outlook towards the facilitation of learning and improvement. Though these two ideas may be similar in the promotion of change, it has become divergent on how it can be applied and implemented within an organizational setup. â€Å"The literature on organizational learning has concentrated on the detached collection and analysis of the processes involved in individual and collective learning inside organizations; whereas the learning organizations literature has an action orientation, and is geared toward using specific diagnostic and evaluative methodological tools which can help to identify, promote and evaluate the quality of learning processes inside organizations† (Smith, 2001, p. 1). Application Applying the concepts given in my professional practice as an educator, there have been several facets and elements that can characterize it as a learning organizations. Among these principles that shall be elaborated include: (1) mission and vision, (2) values and principles, (3) communication/dialogue, (4) feedback mechanism, and (5) leadership. These facets have been instrumental towards guiding both my educational institution and as an educator to actively address the challenges of 21st century education and promote an environment wherein not only the student achieves growth but also the organization I work for. Lastly, these components allow active measurements that both coincide with standards and increasing needs of students as far as accountability and responsibility is concerned. Mission and Vision One important aspect that makes my institution be characterized under learning organization is having the effective mission and vision. This element is essential because it serves as a benchmark and foundation of how it can address the needs for improvement. By elaborating on the core values that can impart education to students and allow the institution to grow in the process can guarantee that it is adherent to both standards and change. Likewise, this initiative allows both administrators and educators to take a step closer to transformative education and creating values that is responsive to student objectives and the hurdles associated with the practice (First and Way, 1995). Similarly, under this facet, the incorporation of core values are then utilized and synchronized towards intensifying ways and methods in making the organization evolve and grow in the process of education. It outlines the essential models that will allow such mission and vision to be realized. Seeing the process, â€Å"it encompasses the passions, drives and motivating factors that propel the organization into the future† (E-How, 2004, p. 1). In the end, these actions not only cultivate the needs of the present times but also outline the necessary parameters for future practice in both education and organizational growth. Seeing this, the institution that I am part of considers this importance that is why it has aligned its mission and vision to actively respond to the need of the school to learn and find ways to improve. That is why it has abolished and created new practices that are deemed significant to this overall objective. Values and Specific Objectives Another significant aspect why I consider my organization geared towards learning is having the effective values and principles. Understanding these two concepts, it can be argued that they are the facets that make the mission and vision become applicable in the educational environment. By actively aligning these standards towards organizational learning, it can generate and create educators and students who are responsive to the challenges of 21st century education. â€Å"When the values of the organization are focused on the higher levels of consciousness and employees are focused on the lower levels of consciousness, employees are encouraged to grow and develop† (Barett, 2003, p. 4). Applying this principles in my organization, I can argue that majority of our school’s objectives adheres to the idea of learning organizations. The values and objectives are actively aligned to standards and cultivate the capabilities of educators to provide instruction. At the same time, it provides mechanisms wherein administrators can actively incorporate new values that is considered essential not only on the growth of the students but also on the educational institution. Lastly, it presents several programs and mechanisms that allow these objectives to be realized. By allowing these methods to be applied with considerable consideration on feedback and monitoring, it allows the school to hone its policies which in turn leads to growth and learning. Imparting Communication into Practice Communication is also another crucial element in the practice of learning organizations. This process allows the creation of new patterns and methods that can be beneficial in practice. Such practice can serve as a medium wherein the goals and vision can be administered and facilitated. â€Å"Communication methods that convey the essence of the vision vary from formal meetings, to publication and casual conversation† (E-How, 2004, p. 1). By realizing that these processes are possible, the organization can apply its objectives and advance on the interplay of power using different mediums of interaction and facilitation with an end goal becoming learning organizations (Bamburg, 2000). Such practice makes the overall goal easier and compliments the overall intention of introducing change. Opening up avenues for dialogue and exchange of ideas can also provide the needed boost in facilitating conflict resolutions that affects performance and ability to perform goals and objectives. At the same time, by incorporating a standardized way of engaging with others, individuals and groups realize the essence of what truly matters and deepens their relationship with each other. This then in turn results towards further advancement and learning. â€Å"When people talk and listen to each other this way, they create a field of alignment that produces tremendous power to invent new realities in conversations, and to bring about these new realities in action† (Kofman and Senge, 2006, p. 33). In our educational institution, there had been several ways that the school created to reinforce dialogue not only with teachers but also on other important actors within the community. This process allows each party to rethink and analyze the current strategies at play and formulate new strategies that can be employed which will strengthen and intensify the level of cooperation among groups involved. At the same time, there exist both formal and informal arenas wherein educators, administrators and related parties can point out and further their interests concerning organizational development. In our aspiration to become learning organizations, we had realized that we must use communication and dialogue to further our interests and promote administer our target and expected outcomes. Creating Feedback Mechanisms The inclusion of feedbacks in every organization is another relevant component in attaining continued growth and expansion in learning organizations. By allowing this practice to be incorporated within the framework of every institution, it allows insight on instruments that matter and find new ways to redefine on methods that are considered to be obsolete or ineffective. â€Å"Recognizing success and failures helps create a shared learning within the organization that continues to drive the organization towards becoming a learning organization† (E-How, 2004, p. 1). Under this process involves several strategies that can introduce and incorporate the values and objectives in practice. It can range from documentation towards training which overall outlines the relevant areas that can shift from traditional actions into becoming a group that is holistic, administrative, and encompassing (Szostek, 2002). Likewise, this initiative calls for active and responsible ways of enacting organizational objectives and policies. By allowing feedback to come into play, it ensures that efficient measurements are given to actively gauge both the direction and response an organization has made in achieving its objectives. â€Å"When successful methods are developed, recognizing the importance of modeling those successes throughout the organization creates the paradigm of a learning organization† (E-How, 2004, p. 1). Considering this application in my present organization, I feel that the school provides several instruments that can provide avenues for learning organizations. Not only does it give out measurable objectives but it also caters to increasing chances for all parties to respond to the scheme implemented. In this process, there are available mechanisms that will actively measure the performance of teachers given to administrators and parents. It presents criteria of what things are relevant and important in the classroom. At the organizational level, we teachers are given a feedback form to determine the feasibility of student and school programs and what other issues need to be improved and developed. These methods enable us to continuously adapt not only to student needs but also incorporate on new ways to improve the current system. Realizing the Significance of Leadership Every organization for it to pursue its objectives and goals, it must have an entity that serves as a guide in paving its direction. It must be able to allocate the needed resources and recognize the significance of each actor in the attainment of its vision and mission. Seeing this, as the elements of learning organizations come into place, it requires an important component to strengthen and bind these together; leadership. In such manner â€Å"Learning organizations use shared leadership principles to maximize their resources and develop leadership capacity within individuals† (Kansas State University, 1998, p. 1). At the same time, the application of leadership style does not solely rely on a single approach. Rather, it must be a mixture of several strategies that seek to promote and intensify the practice of learning organizations. These approaches in turn must also take into consideration the background, history, affiliations, and culture of members to become encompassing and facilitative of each actors needs (Dar-El, 2000). By catering into these principles, the leader can now set programs and mechanisms that can establish a firm foundation for learning to take place in different levels. Lastly, the leader must be able to capture the needs of all actors involved in an organization. He/she must outline the issues revolving not only within the institutional arena but also focus action in enhancing group dynamics. This diversity of issues thus requires a myriad of approaches to make it adaptive and resilient to change. â€Å"A comprehensive view of a learning organization is that it is an organization in which learning begins at the level of the individual, proceeds through the level of the team, and is codified and stored at the level of processes and systems† (Kansas State University, 1998, p. 1) In the end, it clearly assumes that the overall process of learning organizations revolve not only on one level but on various dimensions that effective leadership can only control and provide. In applying this tenet in our educational institution, we in the school together share the dimensions of leadership that is mentioned. As an educator, I am not only tasked and responsible for student growth but at the same time I should seek for opportunities wherein I can contribute in the academic and professional realm. I believe that my actions together with other educators can contribute to the overall goal of achieving learning organizations in a collective manner. This form of collaborative setup is what makes our institution dynamic and susceptible to challenges. Also, our educational institution tries to reach out and take into consideration the relevant contribution of group dynamics and other actors in the process of achieving our goals and objectives. Not only shall this outlines further cooperation in enhancing education, it also gives the institution new insights to make facilitation and instruction better; thus creating an effective learning organization. Conclusion The call for learning organizations has increased opportunities for many individuals and groups to maximize and realign their goals to supplement this objective. Due to this, it has allowed the creation of processes and outputs that is more dynamic and effective in practice. Not only does this contribute to a renewed interest in organizational dynamics but also allowed the interplay of dialogue, power and administration be geared towards further growth and development in a holistic manner. References Bamburg, J. D. Learning, Learning Organizations, and Leadership: Implications for the Year 2050. Retrieved April 20, 2009 from, http://www. newhorizons. org/trans/bamburg. htm Barrett, R. (2003) The Importance of Values Alignment. Retrieved April 20, 2009. 1-4 Dar-El, E. (2000) Chapter 9: Learning Organizations in Human Learning. (US; Springer) Retrieved April 20, 2009. 185 – 210. E-How (2004) How to Develop a Learning Organization. Retrieved April 20, 2009 from, http://www. ehow. com/how_2263534_develop-learning-organization. html First, J. A. and Way, W. L. (1995) Parent Education Outcomes: Insights in Transformative Learning in Family Relations. 44 no. 1 Retrieved April 20, 2009. 104-109 Kansas State University (1998) Leadership in a learning organization. Retrieved April 20, 2009 from, http://www. oznet. ksu. edu/leads/FACT%20Sheets/fact9. pdf Kofman, F. and Senge, P. M. (2006) Communities of Commitment: The Heart of Learning Organizations in Learning Organizations: Developing Cultures for Tomorrow’s Workplace. ed. Sharita Shawla and John Renesch. (US; Productivity Press) 15 44 Smith, M. (2001) The learning organization in infed. Retrieved April 20, 2009 from, http://www. infed. org/biblio/learning-organization. htm Szostek, L. (2002) Creating the Learning Organization. Retrieved April 20, 2009 from, http://www. businessknowhow. com/manage/learningorg. htm