Principles of the Learning Organisation and the Three Step Change Model 15

Question 1

Learning organisation

Answer 1

A learning organisation is flexible, adaptive and productive that allows them to excel during times of change
Implement all 5 key principles

Systems thinking
Personal mastery
Mental models
Shared vision
Team learning

Question 2

Systems thinking

Answer 2

Systems thinking- the ability to see the big picture rather than see things in isolation, gain feedback and determine why something has happened
Managers need to be able to see the interrelationships and connections between parts of the business

Question 3

Personal mastery

Answer 3

Personal mastery- people within the business undertake continual learning, are aware of what they do know, don’t know and what they can improve on
Employees continuously work towards a vision of themselves, passion of employees to want to get better and improve, if employees learn so will businesses

Training programs, compulsory personal growth training programs impede commitment, need to establish a culture where challenging the status quo (what’s normal) and encouraged to create their vision and pursue their passions

Question 4

Mental models

Answer 4

Mental models- deeply ingrained assumptions, generalisations, beliefs and values which influence how we behave (are the fixed ideas, impressions and thoughts of how people understand the world which affect their behaviour)
During a change, a business and its people need to look at themselves, scrutinise what they do and the mental model to explain why they do the things they do or preventing them to change

Question 5

Shared vision

Answer 5

Shared vision- ability to develop a vision that the people within the business believe in
Develops commitment (employees’ belief and identity in the core values of the business, long term drive for employees) rather than compliance (obeying managers, do this do that)
(On the same page) A long term drive towards transformation where every individual and the business continues to develop
Participative management style, two-way communication, empowerment in the setting of goals and business objectives

Question 6

Team learning

Answer 6

Team learning- process of aligning and developing the capacities of a team to create the results its members truly desire
Rapid growth, helps the whole organisation continue its learning and improve

Question 7

Management required by learning organisations?

Answer 7

Learning organisations need a contemporary form of leadership (modern, unique, new way)

Designers- design the purpose and core values of an organisation
Stewards- leaders look after and protect the vision, get everyone to embrace it and adopt core values
Teachers- foster an environment where learning is encouraged, establishment of a culture where collaborative learning is encouraged

Question 8

Lewin’s three step change model

Answer 8

Lewin’s three step change model

1. Unfreeze the status quo, unlearn current behaviour, minimise/remove restraining forces and emphasise driving forces so employees feel safe/willing/ready to accept the change, stakeholders must understand the change is taking place and where they are heading
2. Move, take into account driving/restraining forces, a 'learning approach' which involves trial and error in the implementation of change, transition process where new/modified processes are introduced, support/incentives
3. Refreeze, change is stabilised to ensure the change is embedded throughout the whole business (not just individuals but the group, corporate culture, policies and procedures as well)