Organizing for the learning organization

Organizational learning is the process whereby people belonging to, or working with, organizational
develop their understanding and behaviors, which then become institutionalized
into an outcome i.e. organizational knowledge. This chapter identifies the
strategic importance of learning and discusses the nature of “organizational”
learning. The nature of the knowledge contributed by the members of an
organization, or an alliance of organizations is of considerable significance
for the process of learning. Leadership plays an important role in
organizational learning. The clear expression by senior managers of their
strong intention to promote learning is often required to break the mold of
established thinking and practice. The concept of interactive control offers a
constructive approach toward retaining control while opening up organizational
dialogue so as to encourage learning. The most important practical implication
of what has been said in the chapter is therefore that successful
organizational learning has to be actively managed.