Organizational Learning What Is the Role of

Organizational Learning What is the role of learning in change processes? Pay particular attention to the ideas of Naomi Raab Learning is a galvanizing factor across all change processes in that it unifies each step in the process and over time creates an experience effect that creates greater levels of knowledge over time. The role of learning in change processes is also non-linear, a key finding of management and organizational design theorist Naomi Raab. Her practice and writings show how effective the dissemination of learning is throughout organizations.

The development of information and knowledge ecosystems throughout organizations is also predicated on this foundation of shared learning and the creation of a system of record from a cultural and learning standpoint. Ms. Raab's insights into how to heal hurting and dysfunctional companies also form the basis of her approaches to defining the role of learning in change processes. In defining strategies for consulting with and solving the complex problems of organizations that have dysfunctional, hurt cultures that have by definition lost the ability to learn (Beeby, 1999) Ms.

Raab seeks to create a unified, more holistic approach to organizational learning and memory. The role of learning in organizational change is also defined by how well the many departments in a company can create a unified information sharing and collaboration platform as well. Healthy organizational cultures conversely create a highly effective information and knowledge sharing series of platforms and workflows that further make their organizations more effective. Dysfunctional organizational structures limit and construct the flow of learning throughout the organizational structure, severely limiting its performance. Ms.

Raab and other professionals in her industry seek to remove the roadblocks and constraints within organizations that limit or completely stop the flow of information, knowledge and learning. The need for streamlining these processes and systems unleashes the value of learning in the change process, creating a more agile and market-responsive organization as a result (Weick, 1996). The role of learning in change processes therefore has emerged as a catalyst of successful organizational change.

In studies of logistics alliances and their approach to learning, the reliance on shared information workflows and consistency of learning across the lifecycles has shown to improve logistics workflows by 25% or more (Ratten, 2004). The continual development of learning in change processes shown the potential to streamline and make change management more effective in rapidly changing organizational structures as well (Kimberly, 1984). The role of learning in change processes is nonlinear, more concentric and holistic in design, as Ms. Raab's studies and research indicate.

How important is organisational context in managing change through learning? Describe at least one example of managed change in your organisation (procurement department) Organizational context is essential for managing change and also enabling learning throughout an organization. The ability of any leader to create meaningful context and show how a culture of continual collaboration and communication can make an organizations more competitive over time is critical. As Ms.

Raab concentrates on solving the problems and challenges of hurt and dysfunctional organizations, the role of a leader in creating effective organizational context is essential for an organization to stay agile and able to respond to customer needs and market needs. The anatomy of an organization needs to allow for contextual learning, in addition to the continual development of explicit and tacit knowledge if it is going to be successful over the long-term (Kimberly, 1984).

As has been noted earlier, the ability to manage change is directly dependent on how well defined and agile, connected and trusting the culture of an organization is. The greater the trust, the greater the information velocity throughout an organization. Managing change in any organization is as much about defining clarity around roles and infusing trust as it is about creating a functional organizational structure as well (Collin, 2004). An example of this is in the area of managing change in a procurement organization.

The role of strategic sourcing, direct and indirect procurement have all created the need for an organizational structure that can scale to support new suppliers on the one hand, and new products on the other. This continues to fuel a high level of change in individual buying.