Organizational Learning

Introduction to Organizational Learning

1. Organizational Learning Instructor: Ms. Chhavi Jatana Presented by: Nupur Jha (17) || Prachi Singla (18) 09-11-2021 1 HRM | Organizational Learning

2. Organizational Learning Organizational learning is concerned with the development of new knowledge or insights that have the potential to influence behavior. Marsick (1994): Organizational learning is a process of: ‘Coordinated systems change, with mechanisms built in for individuals and groups to access, build and use organizational memory, structure and culture to develop long-term organizational capacity. 09-11-2021 2 HRM | Organizational Learning

3. Need of Organizational Learning 09-11-2021 3 HRM | Organizational Learning

4. Functions of Organizational Learning 09-11-2021 4 HRM | Organizational Learning

5. Levels of Learning 09-11-2021 5 HRM | Organizational Learning

6. Individual Learning Behaviourism Behaviorists assume that the behavior is a function of its consequences i.e . positive reinforcement is likely to result in the desired behavioral outcome . Much competence-based training is based on this approach . Competence approaches are useful for repetitive tasks but can be rigid and mechanical and lack higher order learning Cognitive Theory Learning is a change in states of knowledge rather than a change in the probability of response (behaviorists ). This information processing perspective laid an emphasis on problem solving. 09-11-2021 6 HRM | Organizational Learning

7. Constructivist Perspective Constructivists sees learning as a process where individuals develop new ideas based on their current and past knowledge and experiences . Learning occurs when individuals engage in social activity and conversations around shared tasks and problems. 09-11-2021 7 HRM | Organizational Learning

8. Kolb’s (1984) Learning Cycle Individual learning is defined as: "Increasing one’s capacity to take effective action .” 09-11-2021 8 HRM | Organizational Learning

9. Stages of Kolb’s Learning Cycle 09-11-2021 HRM | Organizational Learning 9

10. Styles of Kolb’s Learning 09-11-2021 HRM | Organizational Learning 10

11. Team L earning The capacity of the group to engage appropriately in dialogue and discussions. T hree characteristics of effective team learning : 09-11-2021 11 HRM | Organizational Learning

12. Team Learning 09-11-2021 12 HRM | Organizational Learning

13. Types of Organizational Learning ( Argyris , 1992) Single Loop/Adaptive Incremental learning that does no more than correct deviations from the norm by making small changes and improvements without challenging assumptions, beliefs or decisions. Organizations where single-loop learning is the norm, define the ‘governing variables’ i.e. what they expect to achieve in terms of targets and standards, and then monitor and review achievements and take corrective action as necessary, thus completing the loop . Double Loop/Generative It involves challenging assumptions, beliefs, norms and decisions rather than accepting them. It occurs when the monitoring process initiates action to redefine the ‘governing variables’ to meet the new situation, which may be imposed by the external environment . Far deeper than the traditional learning loop provided by single-loop or instrumental learning 09-11-2021 13 HRM | Organizational Learning Single Loop/Adaptive Double Loop/Generative

14. Single Loop & Double Loop Learning Easterby -Smith and Araujo (1999) Single-loop learning could be ‘ where an organization tries out new methods and tactics and attempts to get rapid feedback on their consequences in order to be able to make continuous adjustments and adaptations ’. In contrast, double-loop learning is associated ‘with radical change, which might involve a major change in strategic direction, possibly linked to replacement of senior personnel, and wholesale revision of systems ’. 09-11-2021 14 HRM | Organizational Learning

15. Other Types of Organizational Learning Dawes (2003) Hereditary learning : it points at a science, which has been created by organization founders. Experiential learning : it considers a science, which is obtained through experience, which can be obtained on purpose or by chance. Vicarious learning : It points at the second hand experience, which has been done by the people out of an organization. Marquardt ( 2002) Adaptive learning : A person, group or organization learn through experience and evaluation (their previous performance). Forward-looking learning : Organization learns through prospective futures. Practical learning : working on real issues, focusing on the obtained science and real performance of solutions 09-11-2021 15 HRM | Organizational Learning

16. Other Types of Organizational Learning ( Argyris and Schon , 1978) Monocyclic learning : this kind of learning happens when organization members answer the environment through finding errors and correcting them. Two-cyclic learning : this kind of learning not only controls current processes, but also includes correcting culture, policies, goals, strategies and organizational structure. Three-cyclic learning (twofold): it is based on changing methods and requires people’s conceptual reflection 09-11-2021 16 HRM | Organizational Learning

17. 4I Framework of Organizational Learning The 4I framework of organizational learning contains four related (sub)processes-intuiting, interpreting, integrating, and institutionalizing-that occur over three levels: individual, group, and organization. 09-11-2021 17 HRM | Organizational Learning

18. 4I Framework of Organizational Learning 09-11-2021 18 HRM | Organizational Learning Intuiting: subconscious process that often requires some form of pattern recognition. It supports exploration. Metaphors and imagery can help provide that language to communicate one’s insight to someone else. Interpreting: process of explaining through words and/or actions an insight or an idea to one’s self or to another person. Cognitive maps play a major role in interpretation and conflicting interpretations. Integrating: this learning process is about developing shared understanding and taking coordinated action through mutual adjustment. Group dialogue and storytelling are major tools. Institutionalizing: learning process to ensure routinized actions occur. Such routines have an effect on systems, structures, and strategies. Endurance of the behavior over a period of time is what characterize institutionalization.

19. Unlearning ( Hedberg , 1981) Unlearning is a process through which learners discard knowledge. Unlearning makes way for new responses and mental maps ’ 09-11-2021 19 HRM | Organizational Learning

20. Social Perspective of OL (Gherardi & Nicolini, 2001) Learning takes place through interactions between people shaped by cultural norms. Social and political processes impact on organization's ability to absorb new knowledge and practices. 09-11-2021 20 HRM | Organizational Learning

21. Ability of organizations to absorb and apply new knowledge. Capacity to learn and solve problems. 09-11-2021 21 HRM | Organizational Learning Absorptive Capacity

22. Organizational Learning V/S Learning Organizations 09-11-2021 22 HRM | Organizational Learning

23. Toyota: The Five Whys The company looks at every problem as an opportunity to identify root causes and develop countermeasures. They use a method called “the five whys.” It goes like this : There is a puddle of oil on the floor —-> Clean up the puddle . WHY is there a puddle of oil on the floor? Because the machine is leaking oil. Fix the machine . WHY is the machine leaking oil? Because the gasket has deteriorated. ——> Replace the gasket . WHY has the gasket deteriorated? Because we bought inferior gaskets. —–> Order different gaskets next time and so on. Do you see how the organization as a whole has learned from this experience? Individual managers might have been the people to ask those “WHYs,” but they transferred the knowledge to their organization by changing policies and procedures based on what they learned. 09-11-2021 HRM | Organizational Learning 23

24. Thank You 09-11-2021 24 HRM | Organizational Learning