Organizational Learning At A Single School Site

According to Michael Fullan (2016) in his book, The New Meaning of Educational Change, successful organizations that demonstrate change followed principled concepts of change. The reason for their success if that there is tangible proof of alignment in keeping components of actions. Fullan (2016) stated that successful change incorporates five factors. In this essay, three of the five factors will be discussed and an example of an organization using components of the change be revealed. Often when organization shave to go through the process of change it means either they have gone through change to repair broken areas or they are going through change as a reflective exercise before embarking on a larger scope of practice perhaps to expand into new growth within their organization. In either course, the larger concern is that organizations must embrace change and engage in meaningful constructed ways to promote the best growth with the fewest steps to reach accomplishment. A key decision factor to change is whether an organize will change because they adopt a model and see a better way or whether they want to save their resources. Fullan (2016) suggested that the reason for the change is largely to work is because, the organizations, “Define closing the gap as the overarching goal,” “Assume that lack of capacity is the initial problem and then work on it continuously,” and “Stay the course through continuity of good direction by leveraging leadership,” (Fullan, 2016,

One of the major components that influence change in organizations is communication during the change process. Denning’s (2005) provided an example of how one major merger failed based on how it was communicated. For change to have an opportunity to succeed at Central Valley College, the university needs a trusted individual that Lewis (2011) described as a connector who can bridge the gap between the stakeholders and someone who is able to navigate diverse social

“In 1983 American education reform entered a new era. It was in that year that the federal government published a report of the National Commission on Excellence in Education entitled A Nation at Risk: The Imperative for Educational Reform. Commissioned in August 1981 by President Ronald Reagan's secretary of education, Terrel H. Bell, and chaired by David P.” (1). School reform has been poisoning our American educational system for 33 years and keeps on going with Obamas’ No Child Left Behind. This article should inform you on how school reform had developed, what is still causing the problem, and how school reform affects society.

Complex organizations can offer different challenges while trying to move toward the same collective goal. In terms of the education industry we will consider all the stakeholders involved to be our organization at hand. Lee G. Bolman and Terrence E. Deal in their book, Reframing Organizations (2008) point out that, “complex organizations [have] made most human activities

This course covered many important topics helpful in understanding learning organizations. This paper will incorporate real-life situations from my organization, The American Red Cross. It will focus on three areas I found to be most helpful and relevant to my experience which is the understanding of systems thinking, growth, and the need to practice reflection.

Bolman and Deal (2013) argues organizations are viewed through four perspectives identified as frames:(a) structural frame (emphasizes specialized roles and formal relationships); (b) human resource frame (considers the needs of the individuals); (c) political frame (focuses on bargaining, negotiating, coercion, and compromise); and (d) symbolic frame (views organizations as cultures with rituals and ceremonies (Elrod & Roth, 2015). With regards to this week’s discussion, I will focus on the structural frame in the contexts of a higher education institution. Structural Frame Within higher education, the structural frame provides clarity to faculty, students, and staff with specific policies, procedures, and reporting relationships (“vertical coordination—top down hierarchy authority”) for completing tasks and achieving university goals. Our university is characteristic of highly developed mission-focused organizations with clear goals, well-defined roles (“differentiation”), and adequate coordination essential to the overall performance (Bolman & Deal, p.49).

In Peter Senge’ book, 'The Five Discipline: The Art and Practice of the Learning Organization', personal mastery, mental models, and systems thinking are three of five disciplines that are used in learning organizations. Currently, I am employed with a school district as a substitute teacher. I have subbed short and long term assignments on and off for nearly 15 years while operating my own Christian Academy. During these years, I have learned many of the processes and procedures as they relate to teachers and administration. It is clear to me that schools are reflected as learning organizations. However, according to ifed (n.d), “Peter Senge (1990: 3) states that 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

Githens, Rod P. (2005). “General education reform as organizational change: Integrating cultural and structural change.” The Journal of General Education, 54(1), 1-21. Awbrey maintains that general education reform efforts, to be effective and advance changes in institutional culture before finding structural changes such as reorganization of curriculum. The article explains a framework of organizational culture that operates at three levels: structural artifacts models and their underlying values and beliefs about “what it means to be an education person paradigmatic assumptions about “what can be known and how we develop knowledge”. In addition, the article explains like framework of organizational learning that operates at three levels: “single-loop learning” that is knowledge additive but does not change underlying beliefs; “double loop learning” that is reflective and reshapes models Missing from the article, however, are any empirical case studies that classify the efficacy of the proposed models or document exactly how “unsuccessful” reform efforts have failed to follow the integrative approach suggested.

be utilized to reinforce as opposed to drive new behaviors and leadership roles are directed on solidifying purpose and strategic directions for the organization. As a result of unfreezing and creating new focus new patterns of behavior may emerge ( Spector, 2013). Process‐driven change

In today’s economic environment even the wealthiest states and districts are having to cut funding for education, while districts which were already teetering on the edge are now in an even worse position. In some schools children have to face not having enough books, paper for copies, severe overcrowding,

Throughout our final semester of study at Maryville, our cohort has studied Peter Senge’s, The Fifth Discipline: The Art and Practice of the Learning Organization. Rather than set of management practices, the book describes how organizations, especially those that are sustainably competitive, know how to learn. These “learning organizations” are continuously learning how to work together, where the norm is producing their best. In the book, Senge identifies five essential elements, that when practiced together, create perfect conditions for an effective learning organization. These five practices are Personal Mastery, Mental Models, Shared Vision,

     In his book The Fifth Discipline, Peter Senge emphasizes his model of a "learning organization," which he defines as "an organization that is continually expanding its capacity to create its future." A learning organization excels at both adaptive learning and generative learning.

Organizations that strive to excel in aspects of innovation, competitiveness, and performance must have clearly defined core values that are executed by specific learning disciplines (Senge, 2010). Giesecke and McNeil (2004) stated, "A learning organization is an organization skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge and insights" (p. 55). In the pursuit of defining specific practices that would produce an ideal learning organization, Senge (2008) proposes five disciplines that include, "...systems thinking, mental models, personal mastery, shared vision, and dialogue" (p. 1). In this application paper I will analyze each of the five disciplines discussed by Senge (2008) and discuss how they can be applied in an organization such as the high school where I am currently teaching to address specific areas in need of improvement.

 Whether  informal as learning in networks and communities or formalized as learning in teams (De Laat & Simons, 2005), there are multiple ways an organization can infuse collective learning into their culture to create intellectual capital. Learning in networks is the loosest form of collective learning. People in

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.