BECOMING A LEARNING ORGANIZATION

Peter Senge, an American business strategist, came up with the concept of 'learning organizations' in his best-selling business management book, The Fifth Discipline. He defined them as companies '... 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.' At the heart of this vision is what he called 'systems thinking' - an ability to see and think about the organization as a whole, not just as a lot of disconnected parts. It emphasizes the need for the whole team to focus, learn, and build a shared vision.

· Do you like the idea of a learning organization?

· Do you see any drawbacks in this approach?

· How realistic is it for a company to become a learning organization?

Read the next part of the text and note the arguments for and against.

It sounds great, but does it actually work in practice? Those who maintain that it does, suggest that it usually leads to improved results. This is because 'systems thinking' means all levels of staff are actively encouraged to be creative and to take a holistic view of the business.

Conversely, there are some who question whether creating a learning organization is possible in the real world. They argue that in most cases a radical structural change to a company's culture is needed There is also a suspicion that while the ideal is to have total employee participation and engagement in the learning process, in reality management will continue to impose values on a reluctant but deferential workforce. The argument against the 'learning organization' concept is that in the long run, what employees really need is to be able to do what they do better, not to spend time worrying about the bigger picture

TEXT 6

Read the text and answer the questions:

1. What is the most critical part of organizational change that happens during that period?

2. What are the three main responses to proposals for change?

3. How might employees behave if they support the change/ are not sure about the change/ are against the change?

CHANGE

Getting any organization to change is a slow process, but it's the initial stage - when the change is first announced - that is by far the most important. That's when the people in an organization start thinking about how the change will affect them personally. They weigh up the pros and cons and ask questions about its usefulness. Reactions will range from enthusiastic support, to apathy, to rejection. The people affected by the change will typically fall into the following three groups.

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