Presented by Octavia Sanders Organizational learning definition Organizational learning is a complex concept, and there is no agreement on what organizational learning is Transitioning a company from individual learning to organizational learning requires the firm to understand aspects surrounding this concept Some of the aspects include understanding the culture of the company regarding knowledge sharing and disconnect between the culture and organizational learning based on the mystifications of organizational learning, current organizational learning mechanisms, and the norms surrounding organizational learning. Organizational learning has led to the upsurge of new terminologies including systems thinking, organizational memory, defensive routines, and creation of knowledge. OLMs including the company culture, leadership, and systems and structures are some of the hindrances to organizational learning. The company’s culture regarding organizational learning is only based on one among the many definitions of the concept. * The organization cannot equally learn since it is a system but 'organization's culture' is the one that experiences transformation.The OLM that organizations use is the external model Professionals guide the training, and it entails partitioning organization into cultural learning units then identifying centers. The challenges in the process are that one might learn at a different pace from another person. Lastly, the norm of an organization may hinder learning leading to complexity of the processes Before integration of each model of learning it requires the conceptualization of the process as individual units.The individual who is involve in the guidance of the process must have an understanding of the finer details of the organization cultureAccording to Lipshitz, Friedman, & Popper, (2006) The focus on leadership roles and the identification of the norms ought to guide the process for the realization of the goal of training.It is also vital noting that an organization is a system that depends on human intellect hence focus on people should guide adjustments of systems. Since the ever-increasing conceptual diversity, anthropomorphism, and reification of terminologies create discord between culture and organization learning It therefore requires that the team leaders guiding learning ought to visualize mechanism such as culture and leadership as individual components. Afterward, segment the organization into social (culture) units then steer leaning with clear goals. Conduct the process as a continuous program by soliciting feedback for the identification of areas of challenge (Graham & Nafukho, 2008). The subsequent complexity is the perception that organization learns yet actuality, the people forming part of the organization are the ones that learn. Organizations should instead approach the process as holistic tasks but first, visualize the mechanisms as independent. * The person steering the.

1. Presented by Octavia Sanders
Organizational learning definition
Organizational learning is a complex concept, and there is no
agreement on what organizational learning is
Transitioning a company from individual learning to
organizational learning requires the firm to understand aspects
surrounding this concept
Some of the aspects include understanding the culture of the
company regarding knowledge sharing and disconnect between
the culture and organizational learning based on the
mystifications of organizational learning, current organizational
learning mechanisms, and the norms surrounding organizational
learning.
Organizational learning has led to the upsurge of new
terminologies including systems thinking, organizational
memory, defensive routines, and creation of knowledge.
OLMs including the company culture, leadership, and systems
and structures are some of the hindrances to organizational
learning.
The company’s culture regarding organizational learning is only
based on one among the many definitions of the concept.
*
The organization cannot equally learn since it is a system but
'organization's culture' is the one that experiences

2. transformation.The OLM that organizations use is the external
model Professionals guide the training, and it entails
partitioning organization into cultural learning units then
identifying centers. The challenges in the process are that one
might learn at a different pace from another person. Lastly, the
norm of an organization may hinder learning leading to
complexity of the processes
Before integration of each model of learning it requires the
conceptualization of the process as individual units.The
individual who is involve in the guidance of the process must
have an understanding of the finer details of the organization
cultureAccording to Lipshitz, Friedman, & Popper, (2006) The
focus on leadership roles and the identification of the norms
ought to guide the process for the realization of the goal of
training.It is also vital noting that an organization is a system
that depends on human intellect hence focus on people should
guide adjustments of systems.
Since the ever-increasing conceptual diversity,
anthropomorphism, and reification of terminologies create
discord between culture and organization learning
It therefore requires that the team leaders guiding learning
ought to visualize mechanism such as culture and leadership as
individual components.
Afterward, segment the organization into social (culture) units
then steer leaning with clear goals. Conduct the process as a
continuous program by soliciting feedback for the identification
of areas of challenge (Graham & Nafukho, 2008).
The subsequent complexity is the perception that organization
learns yet actuality, the people forming part of the organization
are the ones that learn.

3. Organizations should instead approach the process as holistic
tasks but first, visualize the mechanisms as independent.
*
The person steering the process must have a deeper
understanding of the challenges that organizations confront in
the institution of new sets of behavior.
The organization should be segmented into different units
before the implementation of strategies that encourage
adaptation of new skills or knowledge that leads to
transformation of behavior.
The trainer can opt to simplify the process or customize
according to employee’s needs.
During the definition of the terminologies, the expert ensures
the exploitation of the concepts that area easily comprehensible.
The strength of the model is that it encourages collaboration
that recognizes variation in people understandings, thus limiting
the possibility of difference in perception halting the learning
process.
*
The trainers should commence by first identifying simple
objectives then seeking to understand the organization.
Afterward, the segmentation of the organization into learning
units takes place before identification of areas that unite
systems and peoples attributes.
The process has to employ a cyclic model with feedback
(Friedman, Lipshitz, & Popper, 2005).

4. The recognition of challenges as the norm should equally take
place for the realization of the goal of the process.
The identification of focus groups then conducting continuous
on-job training and encouragement of individual to strive for
personal developments is helpful in the realization of the goal
of training.
*
The steps for managing the risks entail conducting a study of
the organization outlook before the identification of areas that
deserve priority in selection of individuals.
The realization that individual learning is different from
organization learning is necessary.
The trainer should visualize the process and mechanism that
dictate learning as intertwined to organization culture.
However, it is not mandatory that learning result in talent
acquisition since the quantification of the process is unclear.
Despite the difficulty, organizations elements such as the
existence of technological resources that support leaning make
exploitation of the training techniques such as external coaching
techniques.
*
Friedman, V. J., Lipshitz, R., & Popper, M. (2005). The
mystification of organizational learning. Journal of management
inquiry, 14(1), 19-30.
Lipshitz, R., Popper, M., & Friedman, V. J. (2002). A
multifacet model of organizational learning. The journal of

5. applied behavioral science, 38(1), 78-98.
Graham, C. M., & Nafukho, F. M. (2008). Exploring
Organizational Learning Mechanisms in Small‐Size Business
Enterprises. New Horizons in Adult Education and Human
Resource Development, 22(1), 4-23