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Essay on Myths and Realities

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Myths and Realities

At least since the 1990 publication of Senge's The Fifth Discipline, the concept of the learning organization (LO) has been promoted as a way to restructure organizations to meet the challenges of the coming century. What are learning organizations-in theory and in practice? Are they a real solution or the latest in a series of reform fads? The myths and realities are explored in this publication.

Getting a Grip on the Learning Organization

Of course, there is not yet a consensus on the definition of a learning organization. Any type of organization can be a learning organization-businesses, educational institutions, nonprofits, community groups. Some authors agree that LOs start with the assumptions that …show more content…

There can be no organizational learning without individual learning, but individual learning must be shared and used by the organization (P. West 1994). The familiar litany of challenges and changes-global competition, technological advances, quality improvement, knowledge work, demographic diversity, changing social structures-is driving organizations to adapt and change. "The ability to learn faster than your competitors may be the only sustainable competitive advantage" (Murrell and Walsh 1993, p. 295).

The LO: Is Anybody Out There?

In theory, the learning organization concept is appealing. However, according to Watkins and Marsick (1993), "everyone is talking about [it] but few are living it" (p. 3). We "know a lot about learning-organization theory, but far less about how to apply it" (Calvert et al. 1994, p. 40). Nevertheless, examples can be found of LO principles in practice in the workplace and in schools. Johnsonville Foods in Sheboygan, Wisconsin, appears to have been an LO long before the label was coined. In the early 1980s, the sausage manufacturer implemented several programs based on the notion of using the business to build great people; that way, the organization cannot help but succeed (Watkins and Marsick 1993). These programs included
(1) personnel development fund-each employee is given $100 per year for any learning activity;
(2) member interaction

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