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LEARNING ORGANISATIONS
John Burgoyne
John Burgoyne believes that the value of accompany is held as much in its knowledge economy, as it is in its capital value and assets. He describes this knowledge as social capital. Social capital is concerned with learning capability as well as social knowledge. Burgoyne says that organisations need to develop their learning capabilities. He suggests that learning is done in two ways, natural learning and formal learning.
THE LEARNING ORGANISATION
Peter Senge
Sometimes referred to as The Fifth Discipline. The Learning Organisation is a theory that believes organisations work at their best when they operate in ways that encourage learning and creativity. Senge says that learning organisations have four core features, or disciplines.
Natural Learning
Learning as you go long, through trail and error. Encouraged in free-thinking environments that promote creativity. Using methods such as Communities of Practice (CoP), coaching and mentoring.
The four core disciplines
Personal mastery: learning for learning sakes. Being conscious masters of our own learning.
Mental models: Examining the entrenched mental models that underpin the ways in which things are done.
Shared vision: Creating a clear vision that engages with people and inspires new behaviour.
Team learning: Acting together, thinking together and learning together means that learning spreads much quicker.
Formal Learning
Deliberate interventions to facilitate transfer of knowledge, including training days, workshops and lectures.
The Fifth discipline
Systems learning or thinking as a whole system. Seeing the whole system rather than a series of co-existing entities enables it to be better understood.
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