- It practices system thinking.
- Individual employees and leaders strive for personal mastery in all their activities.
- Employees and leaders alike have a shared mental model of the world---the organization, its markets and competitors, and environment.
- Its leaders have a vision of where they want the organization to go.
- Team learning is central to its activities and success.
Tuesday, February 21, 2006
Learning Organization
This is the fifth of a series of 12 articles by guest blogger Bill Dettmer on systems thinking, a way of understanding complex organizations and society offering significant promise for improving the leadership and management of commercial companies, not-for-profit organizations, and government agencies.
PART-5
The Learning Organization: Adapt or Die!
By H. William Dettmer
"How can a team of committed managers with individual IQs above 120 have a collective IQ of 63?"
---Peter Senge [7:9]
An interesting question Peter Senge poses. I've seen the phenomenon myself, and other prominent instances abound. For example, consider an excerpt from a recent article in USA Today about Delta Airlines:
On Monday [Delta] will launch an updated Delta.com [web]site that has streamlined features, including a focus on core consumer services such as booking trips, checking flight information, viewing itineraries, and monitoring frequent flier mileage..."This is our primary focus of our marketing for the second half of the year," chief marketing officer Paul Matsen said...The troubled airline hopes to cut costs by luring more travelers to its website---and away from its telephone reservations lines. [2]
If Delta is fishing for more customers, they're not using very persuasive bait. The day before, Delta's chief executive officer, Gerald Grinstein, warned employees that cost-cutting efforts so far are not enough to keep Delta out of bankruptcy. Wall Street was so thrilled at this news that Delta's shares immediately plummeted 26 percent. [1]
This isn't a unique situation. Delta has had hard times before. Other airlines (United comes to mind) have had worse. Still other airlines (Eastern, Braniff and Pan American) have even failed to survive. In other words, there is no shortage of lessons out there about how not to run an airline, and at least one example (Southwest) of how to do it right. As Yogi Berra once said, “You can observe a lot just by watching.” You'd think that airline executives would learn something. But apparently, you'd be wrong. As George Santayana once said, those who cannot learn from history are condemned to repeat it. (There's that word “learn” again!)
The Learning Organization
In The Fifth Discipline: The Art and Practice of the Learning Organization, Peter Senge defined a learning organization as one that is continually expanding its capacity to create its future. That's an intriguing definition, but one that says more about the outcome than the process.
Senge suggests that organizations aspiring to create their futures need to be able to learn in ways that Delta and the other airlines in financial trouble obviously haven't. The airlines are trying to survive. But survival learning, also referred to as “adaptive learning,” while necessary, is reactive rather than proactive. Creating futures requires what Senge calls generative learning\a horse of a distinctly different color.
According to Senge, a successful learning organization satisfies five indispensable criteria: [7:6-10]
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