Organizations that don’t learn constantly, adapt continuously and execute relentlessly are more likely to be disrupted by constant change and competition.
“where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.”
We have to go beyond formal learning methods if we have to truly build learning organizations in a rapidly changing world. A learning organization is not possible without learning individuals and individuals learn the most with each other in a network and and through their work in an culture that promotes informal learning.
I emphasized culture because it can be one of the biggest bottlenecks in how organizations learn and apply what they learn to create meaningful results. It doesn’t matter how much you invest in formal learning, tools and methods, if you do not have a culture where people are encouraged to share without any fear, learning may not come to the fore.
Why do companies struggle to become and remain learning organizations? In November 2015 issue of HBR, I came across an article by Francesca Gino and Bradley Staats titled “Why Organizations Don’t Learn” where they outline the cultural and individual biases that don’t allow organizations to learn. They also provide useful tips to overcome those biases.
Here is a sketch note I created to distill key biases that prevent organizations from learning. To know what you can do to overcome these biases, I recommend you read the full article at HBR.
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