Call it a culture of myopia and greed, but there remains a huge tension between organizations led by CEOs who demonstrate little concern for employees, shareholders or the environment through bad leadership and management practices, and those led by CEOs who practice corporate social responsibility. The former cause extraordinary harm but to society, especially when they keep repeating the same mistakes.
Many people have become acquainted with this much used (and misused) expression. Numerous organizations have adopted such labels as the Learning Organization, Lifelong Learning and Continuous Learning. Are they living up to their claims?
This new e-book will stimulate your thinking on learning in the context of organizational turbulence and the impact it is having on people. It draws on the ideas of such notable thinkers and writers as Margaret Wheatley, Peter Block, Angeles Arrien and Peter Senge.
Team learning builds on the discipline of personal mastery. It’s a process that encompasses aligning and developing the capacity of a team to achieve the goals that its members truly want. While individual learning at one level is important, it’s irrelevant at another level. Individuals may learn but the organization as a whole does not. There is no organizational learning. Teams become, therefore, the essential ingredient for learning, a “microcosm” for learning as Peter Senge calls it.
Each of us carries our own sets of assumptions, views and prejudices that affect how we interact with others. While we often attempt to deny certain views or prejudices we hold, it’s difficult to maintain this stance when our actions are not consistent with our words. Chris Argyris explains: