¶ … organization "that is able to change its behaviors and mind-sets as a result of experience" is referred to as a learning organization (Milton-Kelly, n.d.). The concept of learning is, in reality, not as easy as it sounds, and organizations often find themselves having to grapple with the negative consequences of repetitive dysfunctional behaviors brought about by the refusal to accept and acknowledge certain truths (Milton-Kelly, n.d.). The tendency to repeat initiatives because they failed to produce the desired outcome in the previous attempt is, though very common, not characteristic of a learning organization. A number of questions then arise; what features constitute a learning organization? Why should all organizations strive to become learning environments? This text provides answers to these questions. The Significance of Learning Environments

Learning is crucial to the success of any organization, especially in this era of globalization (OAGC, 1992). Organizations today operate in a fast-paced, rapidly changing global marketplace characterized by ever-changing consumer demand patterns and massive competition in the private sector, rising public expectations, continued constraints on resources, and increasing workloads in the public sector (AOGC, 1992). Technological advancement only imposes an additional burden to the already-overburdened investor (OAGC, 1992). Survival in such an environment depends on how well an organization can "develop a dynamic learning culture" (OAGC, 1992). In order to maintain their effectiveness and relevance, organizations have to "learn at least as fast as their environment changes," and even faster -- anticipative of the future, if they are to take advantage of the ever-arising new opportunities (OAG, 1992).

Learning increases accountability and gets all members of the organization working together, taking advantage of initiatives and exploring possibilities, just so the shared goals and visions of the organization can be realized (Milton-Kelly, n.d.).

Characteristics of Learning Organizations

The characteristics of learning environments will be analyzed under the five principal features of any organization; organizational structure, organizational culture, information systems, human resource management, and leadership (Milton-Kelly, n.d.).

Organizational Structure: learning organizations are characterized by structural hierarchies that promote...

Such structures are supportive of teamwork, facilitative to the building and maintenance of both lateral and vertical relations, and promotional to networking beyond hierarchical and organizational boundaries (Milton-Kelly, n.d.).
Organizational Culture: strong culture is a significant feature of learning organizations. Such a culture gives members an opportunity to experiment and learn new ideas among themselves, encourages them to learn from their mistakes, and nurtures creativity and openness (Milton-Kelly, n.d.).

Information Systems: learning organizations are characterized by information systems that enhance practice and go beyond the traditional systems that used information solely for purposes of control (Milton-Kelly, n.d.). In order for change to be effective, it must be accompanied by an upgrade of the information system so that it enables effective information acquisition, processing, and sharing, and thereby facilitating the processes of managing knowledge (Milton-Kelly, n.d.).

Human Resource Management: the creation and use of organizational learning revolves around people (Milton-Kelly, n.d.). Human resource practices are considered effective if they support learning at the individual level (Milton-Kelly, n.d.). Learning organizations are characterized by effective human resource practices, which measure performance on the basis of rewards, and facilitate the acquisition and sharing of new knowledge (Milton-Kelly, n.d.).

Leadership: learning organizations are characterized by effective leadership (Milton-Kelly, n.d.). Effective leadership entails identifying the aforementioned factors, modeling them into a compelling vision, communicating the vision, and then providing the personal advocacy, support and empathy needed to lead subordinates towards achieving the same (Milton-Kelly, n.d.).

How then does an organization become a learning environment?

Peter Senge, who many refer to as the father of organizational learning, lays out five basic disciplines that he believes distinguish learning organizations from the traditional forms of organizations (Smith, 2001). These five have been widely accepted as the keys to achieving an organization that satisfies the learning organization characteristics as discussed elsewhere in this text (Smith, 2001).…