1. The Learning Organization 1
Running Head: The Learning Organization
Assignment 1: The Learning Organization
Tiffany A. Simmons
EDU 500-006016
Theories of Teaching and Learning
HONOR CODE AGREEMENT: I have read and understand Strayer University’s Academic
Integrity Policy. I promise to conduct myself with integrity in the submission of all academic
work to the University and will not give or receive unauthorized assistance for the completion of
assignments, research papers, examinations or other work. I understand that violations of the
Academic Integrity Policy will lead to disciplinary action against me, up to and including
suspension or expulsion from the University. I understand that all students play a role in
preserving the academic integrity of the University and have an obligation to report violations of
the Academic Integrity Policy committed by other students.
Signed- Tiffany Ann Simmons
406 Nottingham Drive
Versailles, KY. 40383
Telephone: (859) 251-4097
Email: teach2write@gmail.com
Instructor: Dr. Jessica Guire
2. The Learning Organization 2
In their book, The Profession and Practice of Adult Education: An Introduction, Merriam
and Brockett (2007) state that “an area within training and development that has potential
connections to adult education practice is the learning organization.” What is a learning
organization, and what does it means to be such? A learning organization is “a place where
people continually expand their capacity to create the results they truly desire” (Merriam,
Caffarella, & Baumgartner, 2007). At the heart of all learning organizations is the need to create
continuous learning opportunities at all levels of the organization, encourage inquiry and
dialogue, and stress collaboration and team learning (Merriam, Caffarella, & Baumgartner,
2007). None of the attributes of a learning organization can exist without the idea of
organizational learning. Organizational learning “occurs when members of the organization act
as learning agents of the organization” (Merriam, Caffarella, & Baumgartner, 2007). In
Organizational Learning II: Theory, Method, and Practice, Argyris and Schon (1996), refer to
organization learning as an event that
“occurs when individuals within an organization experience a problematic situation and
inquire into it on the organization’s behalf. They experience a surprising mismatch
between expected and actual results of action and respond to that mismatch through a
process of thought and further action that leads them to modify their images of
organization or their understandings of organizational phenomena and to restructure their
activities so as to bring outcomes and expectations into line, thereby changing
organizational theory-in-use.”
Learning organizations utilize this process of organizational learning to bring about process
improvements, thereby enabling them to be more responsive to internal and external conditions
3. The Learning Organization 3
that affect the organization’s profitability and sustainability in the ever-increasing global
economy. Amazon.com is an example of the learning organization and what it does to keep
everyone engaged in the goals of the company and practice continuous improvement to keep it
competitive. Amazon utilizes each of the three, continuous learning opportunities, inquiry and
dialogue, and collaboration and team learning, to drive its operations.
At Amazon.com, new associates are not just thrust into a new work situation without
proper advisement of acceptable standards of work practice. Each person attends a “school”
dedicated to whatever job he or she is assigned to do for the company. In this “school,” a person
learns how to perform the job using the quality and safety standards in place and is assigned
work mentors to help acclimate them further and be available for questions and feedback. Each
department has a stand-up meeting for all associates immediately after the shift begins and again
when lunch is over. The purpose of these meetings is to get associates enthusiastic about the
work, review any significant quality and safety issues, offer work tips, discuss work-related
issues, impart information about meetings, work schedules, and any other information that is
deemed important. In the case of the post-lunchtime stand-up meetings, the managers offer an
update on department productivity.
Associates also have the opportunity to participate in leadership initiatives with Amazon.
One such example is Kaizen (a Japanese term for “continuous improvement”). Associates have
the opportunity to suggest process improvements, and if that person’s idea is chosen, then he or
she gets to be a project leader in the area of improvement suggested. Amazon frequently uses
surveys to gauge employee satisfaction and suggest areas for improvement. A past survey
revealed that process assistants (assistants to the managers) were not as visible with employees
as they should be. In response to that finding, Amazon management introduced a series of
4. The Learning Organization 4
professional development/leadership workshops for the process assistants. The result of those
workshops was phenomenal: the process assistants are assuming greater leadership roles with the
department and are more visible on a daily basis. All associates receive continuous feedback on
their performance, and management takes the time to reward outstanding performance through
verbal recognition, incentives like gas cards for those whose performance rates exceed
expectations, and, of course, promotions and pay raises where appropriate.
All of these practices make Amazon good at what it does and effective at being a learning
organization. People are motivated to perform at a high level, often exceeding the established
performance rates, because of the culture of learning that Amazon has created. And many who
have been there for years are motivated and eager to pass their knowledge and expertise on to the
newer associates, making them successful as well. Learning organizations stress that sort of
teamwork, where everyone wants to win-and everyone usually does. Such organizations strive
for continuous improvement of processes and people so that it can continue to be the best at what
it does.
5. The Learning Organization 5
References
Argyris, C. and Schon, D. (1996). Organizational Learning II: Theory, Method, and Practice
(2nd ed.). Reading, MA: Addison-Wesley Publishing Company.
Merriam, S. B., Baumgartner, L. M., & Caffarella, R. S. (2007). Learning in adulthood: a
comprehensive guide (3rd ed.). San Francisco: Wiley.
Merriam, S. B. & Brockett, R. G. (2007). The profession and practice of adult education: An
introduction. San Francisco, CA: Jossey-Bass.
