Change in(ter)ventions to organizational learning: bravo to leaders as unifying agents

Abstract

Purpose -The purpose of this research is to examine the relationship between change interventions and organizational learning. It seeks to identify the process through which team learning is developed, the factors that affect organizational learning and its influences on organizational effectiveness. Design/methodology/approach -Two groups of samples from a Singapore large manufacturing firm that had implemented change interventions for two years were selected. Qualitative data from 45 employees using the laddering, non-directive interviewing technique, and 20 leaders using focus group discussions were gathered. Findings -Changes to organizational systems and structure have led to a state of not-knowing which contributes to defensive dynamics. Learning begins with the unlearning of old habits by encouraging new thinking patterns through rigorous feedback loops. Expectations of leaders should also be redistributed to facilitate and integrate the various aspects of learning. Research limitations/implications -Change interventions have led organizational learning to develop in reciprocal directions where the initial top-down approach is subsequently supported and driven by a bottom-up approach. The strategy is to engage employees in collaborative decision making embedded in constant dialogue and reflection. Practical implications -Organizational learning strategies, developed from the lessons learned, are based on organizational infrastructures with an emphasis on efficiency, effectiveness and transformation. One of the critical considerations is the institutionalization of learning as being integral to daily work practices. Originality/value -The study extends the theoretical basis of the "fifth discipline" by incorporating the nominalist perspective such that organizations, as organisms, have the capacity to recreate themselves for the expansion of the shared vision.

Organizational Learning and Effectiveness: The Case of Pakistani HEIs

“…McNiff and Whitehead (2000) also highlight that organizations need to adapt to the changing circumstances by linking their strategic values with the culture of learning. Yeo (2007) has stressed that organizations need to focus on learning to achieve competitive advantage by utilizing the collective experiences of their employees. Thus, Kenny (2008) emphasizes that educational institutions management needs to refocus for the purpose to facilitate high order organizational learning.…”

“…The study further pointed out that sharing of knowledge between employees enhanced the learning capabilities of employees. Similarly, Yeo (2007) focused on manufacturing industry of Singapore and found the role of leaders to be most important in evolving an organizational culture of learning. The study further highlighted that continuous involvement of employees in participative decision making helps increase learning capabilities of organizations.…”

Unlearning at the Individual Level: An Exploratory Case Study in a High Power Distance Country

“…Unlearning as a process is commonly studied in the same context as the learning process (Akgün et al, 2007;Yeo, 2007;Yildiz and Fey, 2010;Leal-Rodríguez et al, 2015). Even though "little consideration has been given to unlearning" (Becker, 2008, p. 89), some researchers highlight the importance of the process of unlearning as an antecedent to new learning related to innovation and organizational change (McGill and Slocum Jr., 1993;Lei, Slocum and Pitts, 1999).…”

The application of learning organization to enhance learning in Singapore schools

“…Specific organizational attributes inform the careful consideration of the appropriate types of intervention and modification for learning and change to happen (Appelbaum and Gallagher, 2000; Cook and Yanow, 1993). Considering all these, leaders of LOs play a critical role in the process of OL (Hallinger, 2011; Wenger, 2000; Yeo, 2007).…”