Running head: IDENTIFYING ORGANIZATIONAL LEARNING ISSUES 1 IDENTIFYING ORGANIZATIONAL LEARNING ISSUES 5 Identifying Organizational Learning Issues HRM 562: Developing a Learning Organization Dr. Allan Beck Penny Williams July 21, 2019 Identifying Organizational Learning Issues The concept of organizational learning is complex as it lacks a universal definition. In as much as various scholars define the organizational learning differently, there is no denying that a firm must understand the concept’s key aspects. An understanding of the concept is essential for effective transitioning of a firm from individual learning to organizational learning. Some of the key aspects worth understanding include, an organizations culture regarding knowledge sharing, organizational learning mechanisms, and the norms relating to organizational learning. Moreover, it is important to understand disconnect between organizational learning and culture based on mystifications of organizational learning. Organizational Culture and Learning ABC Company’s (my employer) culture mirrors teamwork and passion. Employers can freely share their opinion, ideas and views to support the organization and inspire growth. Management encourages generation of innovative ideas that can propel the organization to greater heights and enhance its competitiveness in the market. Moreover, the company’s culture embraces formation of healthy relationships among employees for the establishment of a knowledge sharing environment. At ABC Company, inclusivity and respect for diversity is of absolute importance. There is a policy that prohibits discrimination of employees on the basis of race, ethnicity, age, gender, sexual orientation, political affiliation, religion, and disability. Hence, all employees can freely share their ideas without fear of victimization. Nonetheless, departments fear sharing knowledge with one another which hinders the company’s culture of teamwork. The disconnection is due to three mystifications organizational learning, namely-anthropomorphism, multiple parochial disciplines, and double loop learning concept. According to Lipshitz, Friedman and Popper (2007), anthropomorphism is the act of treating firms like human beings by attributing human capacity of learning to an organization. But whereas people have the ability to share knowledge as well as learn from experiences, organizations cannot. At ABC Company, the organization’s culture is grounded on the assumption that organizational learning happens through employee training. But this leads to disconnection between organizational learning and organizational culture because learning of individual employees does not imply organizational learning. Mystification of organizational learning is also attributed to multiplicity of viewpoints regarding the concept. Studies ...

1. Running head: IDENTIFYING ORGANIZATIONAL
LEARNING ISSUES 1
IDENTIFYING ORGANIZATIONAL LEARNING ISSUES
5
Identifying Organizational Learning Issues
HRM 562: Developing a Learning Organization
Dr. Allan Beck
Penny Williams
July 21, 2019
Identifying Organizational Learning Issues
The concept of organizational learning is complex as it lacks a
universal definition. In as much as various scholars define the
organizational learning differently, there is no denying that a
firm must understand the concept’s key aspects. An
understanding of the concept is essential for effective
transitioning of a firm from individual learning to
organizational learning. Some of the key aspects worth
understanding include, an organizations culture regarding
knowledge sharing, organizational learning mechanisms, and the
norms relating to organizational learning. Moreover, it is
important to understand disconnect between organizational
learning and culture based on mystifications of organizational
learning.
Organizational Culture and Learning
ABC Company’s (my employer) culture mirrors teamwork and
passion. Employers can freely share their opinion, ideas and
views to support the organization and inspire growth.

2. Management encourages generation of innovative ideas that can
propel the organization to greater heights and enhance its
competitiveness in the market. Moreover, the company’s culture
embraces formation of healthy relationships among employees
for the establishment of a knowledge sharing environment. At
ABC Company, inclusivity and respect for diversity is of
absolute importance. There is a policy that prohibits
discrimination of employees on the basis of race, ethnicity, age,
gender, sexual orientation, political affiliation, religion, and
disability. Hence, all employees can freely share their ideas
without fear of victimization. Nonetheless, departments fear
sharing knowledge with one another which hinders the
company’s culture of teamwork. The disconnection is due to
three mystifications organizational learning, namely-
anthropomorphism, multiple parochial disciplines, and double
loop learning concept.
According to Lipshitz, Friedman and Popper (2007),
anthropomorphism is the act of treating firms like human beings
by attributing human capacity of learning to an organization.
But whereas people have the ability to share knowledge as well
as learn from experiences, organizations cannot. At ABC
Company, the organization’s culture is grounded on the
assumption that organizational learning happens through
employee training. But this leads to disconnection between
organizational learning and organizational culture because
learning of individual employees does not imply organizational
learning.
Mystification of organizational learning is also attributed to
multiplicity of viewpoints regarding the concept. Studies on
organizational learning reflect lack of cumulative work, and
little consensus on the meaning of organizational learning.
Despite growing number of literatures, the concept of
organizational learning lacks a theoretical integration on the
meaning of the term (Antal, Meusburger & Suarsana, 2013). In
essence, the more researches about organizational learning, the
more obscure the term has become. For instance, ABC

3. Company’s culture considers organizational learning as a
community. In other words, the organization is a collection of
individuals who cannot only learn, but develop as well. Hence,
the organization’s culture relating to organizational learning is
anchored on one of the various definitions of the term.
The organizational learning field has also introduced new
terminologies such as system’s thinking, organizational
memory, double loop learning, competency trap, tacit
knowledge, mental models, and defensive routines (Lipshitz,
Friedman & Popper, 2007). The jargons are appealing as well as
easy to adopt but difficult to understand and apply in
appropriate ways. The double loop learning concept, for
instance, describes a rare type of learning founded on a specific
theoretical framework (Kantamara & Ractham, 2014). ABC
Company has adopted the double loop learning concept to refer
to all types of organizational changes within the organization
despite the fact that it is only applicable to specific types of
learning in specific contexts.
Organizational Learning Mechanisms
The concept of organizational learning mechanisms highlights
the similarities plus differences between individual and
organizational learning. The other contribution of
organizational learning mechanisms is that they provide non-
metaphorical means of showing how firms learn thereby
demystify organizational learning (Cirella, Canterino, Guerci &
Shani, 2016). Nonetheless, organizational learning mechanisms
such as organizational culture, organizational system and
structure, as well as leadership can also hinder organizational
learning. Cook and Yanow (2011) posit that culture involves
shared knowledge, values, plus assumptions about
organizational learning. However, ABC Company lacks a
uniform culture since each department has its own culture which
hampers organizational learning. In addition, the organization’s
leaders do not motivate and encourage sharing of knowledge
between departments. An employee training program introduced
by the company to educate workers on importance of

4. communication has been ineffective because majority of
employees lack effective communication skills. This can be
attributed to poor leadership and non-collaboration between
departments.
Solution
The off-line/external organizational learning mechanism is the
most appropriate organizational learning mechanism to solve
the problems hindering organizational learning at ABC
Company. According to Lipshitz, Friedman and Popper (2007)
learning is performed by experts in off-line/external
organizational learning mechanism. Normally, experts are
assigned the task on full time basic because they possess
specialized analytical skills. The experts operate from
centralized units that act as companywide repositories of
knowledge as well as knowledge dissemination centers. The
three best practice organizational learning mechanisms that fall
under off-line/ external include U.S. Army Center for Army
Lessons Learned, British Petroleum’s Post-Project Assessment
Unit, and Shell’s Strategic Scenario Planning Unit. Hiring
experts to handle ABC Company’s organization learning
process on full time would enable the company handle all
aspects relating to the concept.

5. Norms in ABC Company’s Organizational Learning
Organizational learning is grounded on norms, shared
experiences, as well as understanding, which foster appropriate
behavior and learning techniques. Norms of an organization’s
learning culture can affect productive learning when they are
not in congruence with the concept of organizational learning
(Lipshitz, Friedman & Popper, 2007). ABC Company must re-
evaluate its inquiry and transparency norms. Currently, the
company lacks an inquiry norm, which explain the decision
making and innovation problems experienced at ABC. Lipshitz,
Friedman and Popper (2007) indicate that a firm can foster its
inquiry norm by adopting an inquisitive culture which can
enhance learning and knowledge sharing processes. Apart from
inquiry norm, ABC Company lacks an effective transparency
norm. For instance, various departments are willing to share
their knowledge among one another. As a result, ABC Company
is lagging behind the industry in as far as creativity and
innovation is concerned. The organization must foster a
companywide norm of transparency to enhance organizational
learning.
References
Antal, A. B., Meusburger, P., & Suarsana, L. (Eds.).
(2013). Learning organizations: Extending the field (Vol. 6).
Berlin/Heidelberg, Germany: Springer Science & Business

6. Media.
Cirella, S., Canterino, F., Guerci, M., & Shani, A. B. (2016).
Organizational learning mechanisms and creative climate:
Insights from an Italian fashion design company. Creativity and
Innovation Management, 25(2), 211-222.
Cook, S. N., & Yanow, D. (2011). Culture and organizational
learning. Journal of Management Inquiry, 20(4), 362-379.
Kantamara, P., & Ractham, V. (2014). Single-loop vs. double-
loop learning: An obstacle or a success factor for organizational
learning. International Journal of Education and Research, 2(7),
55-62.
Lipshitz, R., Friedman, V. J., Popper, M. (2007). Demystifying
organizational learning. Thousand Oaks, CA: Sage Publications,
Inc.
7/23/2019
https://blackboard.strayer.edu/bbcswebdav/institution/HRM/562
/1152/Week4/Week 4 Supporting Document 1 Rubrics.html
https://blackboard.strayer.edu/bbcswebdav/institution/HRM/562
/1152/Week4/Week 4 Supporting Document 1 Rubrics.html 1/1

7. Grading for this assignment will be based on answer quality,
logic / organization of the paper, and language and writing
skills, using
the following rubric.
Points: 100 Supporting Document 1: Memorandum to the CEO
Criteria
Unacceptable
Below 70% F
Fair
70-79% C
Proficient
80-89% B
Exemplary
90-100% A
1. Identify the issue(s) you
discovered in the organization’s

8. mystification from individual
learning to the organizational
learning using the examples
that you provided in
Assignment 1.
Weight: 25%
Did not submit or
incompletely identified
the issue(s) you
discovered in the
organization’s
mystification from
individual learning to the
organizational learning
using the examples that
you provided in
Assignment 1.
Partially identified the
issue(s) you discovered
in the organization’s
mystification from
individual learning to the
organizational learning

9. using the examples that
you provided in
Assignment 1.
Satisfactorily identified
the issue(s) you
discovered in the
organization’s
mystification from
individual learning to the
organizational learning
using the examples that
you provided in
Assignment 1.
Thoroughly identified the
issue(s) you discovered
in the organization’s
mystification from
individual learning to the
organizational learning
using the examples that
you provided in
Assignment 1.

10. 2. Elaborate on the significant
barriers that you discovered
impact the process of learning
within the organization’s
culture. Provide a brief
description of the selected
OLM (e.g., Off-line/Internal, On-
line/Internal, Off-line/External or
On-line/External) that will be
most suitable for this transition.
Justify the selection.
Weight: 30%
Did not submit or
incompletely elaborated
on the significant barriers
that you discovered
impact the process of
learning within the
organization’s culture.
Did not submit or
incompletely provided a
brief description of the
selected OLM (e.g., Off-
line/Internal, On-

11. line/Internal, Off-
line/External or On-
line/External) that will be
most suitable for this
transition. Did not submit
or incompletely justified
the selection.
Partially elaborated on
the significant barriers
that you discovered
impact the process of
learning within the
organization’s culture.
Partially provided a brief
description of the
selected OLM (e.g., Off-
line/Internal, On-
line/Internal, Off-
line/External or On-
line/External) that will be
most suitable for this
transition. Partially
justified the selection.

12. Satisfactorily elaborated
on the significant barriers
that you discovered
impact the process of
learning within the
organization’s culture.
Satisfactorily provided a
brief description of the
selected OLM (e.g., Off-
line/Internal, On-
line/Internal, Off-
line/External or On-
line/External) that will be
most suitable for this
transition. Satisfactorily
justified the selection.
Thoroughly elaborated on
the significant barriers
that you discovered
impact the process of
learning within the
organization’s culture.
Thoroughly provided a
brief description of the

13. selected OLM (e.g., Off-
line/Internal, On-
line/Internal, Off-
line/External or On-
line/External) that will be
most suitable for this
transition. Thoroughly
justified the selection.
3. Suggest two (2) actions that
management can take in order
to raise the level of trust as part
of their strategy to create
psychological safety. Justify
your suggestions.
Weight: 30%
Did not submit or
incompletely suggested
two (2) actions that
management can take in
order to raise the level of
trust as part of their
strategy to create
psychological safety. Did

14. not submit or
incompletely justified your
suggestions.
Partially suggested two
(2) actions that
management can take in
order to raise the level of
trust as part of their
strategy to create
psychological safety.
Partially justified your
suggestions.
Satisfactorily suggested
two (2) actions that
management can take in
order to raise the level of
trust as part of their
strategy to create
psychological safety.
Satisfactorily justified
your suggestions.
Thoroughly suggested

15. two (2) actions that
management can take in
order to raise the level of
trust as part of their
strategy to create
psychological safety.
Thoroughly justified your
suggestions.
4. Writing Mechanics,
Grammar, and Memo
Formatting
Weight: 10%
Serious and persistent
errors in grammar,
spelling, punctuation, or
memo formatting.
Partially free of errors in
grammar, spelling,
punctuation, or memo
formatting.
Mostly free of errors in

16. grammar, spelling,
punctuation, or memo
formatting.
Error free or almost error
free grammar, spelling,
punctuation, or memo
formatting.
5. Clarity and Coherence of
Writing
Weight: 5%
Information is confusing
to the reader and fails to
include reasons and
evidence that logically
support ideas.
Information is partially
clear with minimal
reasons and evidence
that logically support
ideas.

17. Information is mostly
clear and generally
supported with reasons
and evidence that
logically support ideas.
Information is provided in
a clear, coherent, and
consistent manner with
reasons and evidence
that logically support
ideas.