Organisational Learning as Culture

Einstein has left us with some of the most insightful quotes on change and learning. “Insanity is doing the same things over again and expecting different results” and “we cannot solve our problems with the same thinking that we used when we created them”. Many of us can relate the logic behind the wisdom, especially if you have witnessed or experienced challenging situations. For example, take a moment to reflect what Peter Drucker had said, “Culture eats Strategy for Breakfast”. 

                  

There is ample empirical research that reveals why companies are unable to execute their strategic. Kaplan & Norton, in their book "The Execution Premium" cite 90% of companies fail. Some companies spend money to engage external consultants to help formulate the strategic road-map; yet it’s implementation stops dead on track. We know exactly why it has failed yet conveniently generalize it as culture. By culture, we are obviously referring to people, not some technology or process, right?. So, how do you resolve people issues like  ‘disengaged workforce”?. Do we solve it at the level it was created?. Do we confront the root causes and learn objectively?. Or we ignore the elephant in the room and adopt the Dogbert approach.

How many companies culture seriously enough to make it a key strategic imperative and take concerted initiatives to trun it around/. Let's look problem solving. Below are two possible ways to solving problems. Which one resonates with your organizational culture?

This write up is not about culture nor strategy. Instead, it’s about the very foundation that enables people to change - organizational learning (OL)? It's easy for individuals to claim they observe continuous learning but what about across the organization. How do organisations promote OL at workplace. Are there specific outcomes or performance indicators to prove it actively prevails . Does splashing unlimited budget on trainings be sufficient evidence? How about 100% employees 60 hours of training or having a dedicated training unit/manager?.

I do not believe training necessarily guarantees learning. Do you honestly think soft topics like leadership and motivation can be lectured in classrooms?. Do you expect to fix strategic management in 2 days training workshop when there exist serious disconnect in culture. The 70/20/10 Model lends further support that most effective learning occurs on the job at workplace. 

What is OL?. According to Chris Argrys and Donald Schon organizational-learning it's a product of organizational inquiry. Whenever expected outcome differs from actual outcome, an individual (or group) will engage in inquiry to understand and, if necessary, solve this inconsistency. In the process of organizational inquiry, the individual will interact with other members of the organization and learning will take place. Learning is therefore a direct product of this interaction. My interpretation of OL is the continuous search for improvement by human capital in sustaining the organization’s survival. It concerns with the collective and cumulative thinking, behaviour and actions to bring change and improvement to the organization. OL can help companies to drive it's business and stay competitive in the VUCA environment. Through OL, management can take a strategic, multi-pronged approach in facing up to changing internal and external challenges. Therefore, OL needs to be both a formally supported strategy and an integral part of the organization's corporate culture.

What does it take to implement OL in companies? - 3 things:

1.   Corporate/Business Strategy. Organizational learning needs to be both a formally supported strategy and an integral part of the organization's corporate culture. It has to be aligned to how the organization conducts it’s business operations. If you are familiar with balance scorecard you will appreciate the significance of the learning perspective. When aligned to the strategy and tactics, OL is treated with priority of cultural transformation. Only then can culture support (not eat) strategy in execution. 

2.   Leadership Support. As with all change initiatives, this is the number one critical success factor. Employees look up to their bosses/managers for cues and inspiration. If leaders can demonstrate humility in acknowledging their glass is also half empty, it would set the tone for OL success. Most importantly, they must lead the way by setting a good example. Their participation and support reinforces into the culture.

3.   Passion for Improvement. Whether it is somebody or something you must develop a intense passion for them or it. Likewise, you must have an insatiable passion to bring improvement to your workplace, not just towards the easy “hard” stuff - system, structures, process, etc but also the sensitive “soft” elements hidden underneath the iceberg – culture.

Self learning is one of the levels involved in OL, i.e sending employees to training or seminars and sponsoring educational programs. However, it is does not have the same impact as group learning. Actual workplace is a social setting, not silos of individualism. Group learning is the largest and best way to inculcate and promote OL. When individuals within a group "acquire, share, and combine knowledge through experience with one another, insights to solutions develop. Double loop learning takes places and, over time, employees attain unconscious competence and OL becomes embedded as best practice. Not only will employees have the capability to solve problems but also prevent it from repeat. The best example of group learning is After Action Review (AAR) sessions, used by the military. I have personally experienced it's full impact with troops on the ground. The learning outcome is immediate, effective and evidence based. The feedback loop is channeled through to tweaking and improving throughout organisational eco-system. No excuses or blame on culture or leadership. The interest of the team and organisation reigns supreme. Unfortunately, I find the journey to imprint this difficult in the corporate setting. Too many prima donnas with self serving agendas and egoistic arrogance. The leadership want others to change, but not them. OL can't thrive in places where humility is replaced with hubris.

Over the years, I have push the OL agenda in all the organisation I served in, including the current one. I have actively promoted group learning, albeit informal sharing sessions with staffs. In one previous company it used to be 2 hours on working Saturday’s. Now, it’s weekly 30 minutes session on Wednesdays. The duration and timing is critical to buy-in and measure how far people are willing to spend discretionary time to the learning cause. To date, I have moderated more than 100 topics on supervisory, employee and management areas. The video clips are archived as future referrals in the organization library.

OL is buy-in from leadership orm actually driving and manifesting it, using all forms of opportunities, platform and resources. True OL can only evolve in transition from individual to group culture - beliefs, perspectives and attitudes. Knowledge accumulation without application is not OL. It must foster and contribute to improvement in results and outcomes. Change and innovation requires new learning. One of the effective ways to evolve new thinking is to inquire into status quo and outdated processes. We must think outside the box; but communicate within the box. When there is genuine learning in people, both leadership and employee, there is causality for change. When the spirit feeds and repeats in a cycle, it becomes embedded in culture. Trust and confidence builds up. In the end, improvement to systems, structures and processes leads to reinforced organisational growth and success.

“The illiterate of the 21st Century are not those who cannot read and write but those who cannot learn, unlearn and relearn.” - Alvin Toffler