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The Learning Organisation. Developing Democracy at Work
The Learning Organisation. Developing Democracy at Work Bob Garrett, Harper Collins Business (2000), 137 pp. (hb), £14.99
In order to survive, all organisations must become learning organisations so that they can meet the challenge of the major changes facing us. Also, the companies that succeed here are in a position to enter new markets that will assist in coping with these changes. As this book makes clear, the top down command structure of management can no longer succeed. Therefore we need a model for information exchange at all levels and the many diagrams in this book assist in developing this process. Three levels of learning are identified: policy learning, strategic learning, and operational learning. In addition six pre-conditions are required in order to create a learning organisation. 1 Accepting that organisations are complex adaptive human systems. This is vital as unless people feel they are involved they can behave in an irrational manner. 2 Understanding that organisations are driven more by process than structure. There can be a problem with structure, for if it is not designed to adapt to change the organisation will be at risk. 3 Understanding the difference between first and second order change processes. There must be a move from a top down model to the recognition that feedback is essential so that there is a continuous learning loop. 4 Accepting the need to integrate the operational and policy/foresight learning cycles into a forum of strategic organisational debate. This is an area where many organisations have failed. Decisions are usually made at board level thus making it more difficult for changes to be made. The author rightly argues that open debate is vital. 5 Accepting and using the inevitability of events. There are many changes that cannot be forecast but an adaptive organisation is aware that unforeseen events can be dealt with and in some cases these provide new opportunities. 6 Accepting the professionalisation of direction-givers. By this the author is concerned with the fact that managers are rewarded for outstanding performance in management and technical skills that can result in a narrow use of power so that the workforce does not feel that they are involved with these policies. The following chapters go into further detail on the implementation of the issues listed above. The most interesting in my view is on strategic learning, chapter 5, as well as the final chapter, which deals with ways of moving towards creating more democratic organisations. Some of this approach is based on the work of Chris Argyris and the action learning research by Reg Revans. Also one of the major changes to the way we work is the development of ecommerce. This is a major challenge to large organisations 548
Book Reviews and Review Briefs
because the skills of knowledge workers are portable which means that they can leave and work for another organisation or set up on their own. Thus organisations that do not adapt to change will lose their more motivated staff. This book is well written and contains many useful diagrams so there should no difficulty in implementing the ideas expressed. Brian Burrows
PII: S 0 0 2 4 - 6 3 0 1 ( 0 2 ) 0 0 1 0 1 - 2
Long Range Planning, vol 35
2002
549
In order to survive, all organisations must become learning organisations so that they can meet the challenge of the major changes facing us. Also, the companies that succeed here are in a position to enter new markets that will assist in coping with these changes. As this book makes clear, the top down command structure of management can no longer succeed. Therefore we need a model for information exchange at all levels and the many diagrams in this book assist in developing this process. Three levels of learning are identified: policy learning, strategic learning, and operational learning. In addition six pre-conditions are required in order to create a learning organisation. 1 Accepting that organisations are complex adaptive human systems. This is vital as unless people feel they are involved they can behave in an irrational manner. 2 Understanding that organisations are driven more by process than structure. There can be a problem with structure, for if it is not designed to adapt to change the organisation will be at risk. 3 Understanding the difference between first and second order change processes. There must be a move from a top down model to the recognition that feedback is essential so that there is a continuous learning loop. 4 Accepting the need to integrate the operational and policy/foresight learning cycles into a forum of strategic organisational debate. This is an area where many organisations have failed. Decisions are usually made at board level thus making it more difficult for changes to be made. The author rightly argues that open debate is vital. 5 Accepting and using the inevitability of events. There are many changes that cannot be forecast but an adaptive organisation is aware that unforeseen events can be dealt with and in some cases these provide new opportunities. 6 Accepting the professionalisation of direction-givers. By this the author is concerned with the fact that managers are rewarded for outstanding performance in management and technical skills that can result in a narrow use of power so that the workforce does not feel that they are involved with these policies. The following chapters go into further detail on the implementation of the issues listed above. The most interesting in my view is on strategic learning, chapter 5, as well as the final chapter, which deals with ways of moving towards creating more democratic organisations. Some of this approach is based on the work of Chris Argyris and the action learning research by Reg Revans. Also one of the major changes to the way we work is the development of ecommerce. This is a major challenge to large organisations 548
Book Reviews and Review Briefs
because the skills of knowledge workers are portable which means that they can leave and work for another organisation or set up on their own. Thus organisations that do not adapt to change will lose their more motivated staff. This book is well written and contains many useful diagrams so there should no difficulty in implementing the ideas expressed. Brian Burrows
PII: S 0 0 2 4 - 6 3 0 1 ( 0 2 ) 0 0 1 0 1 - 2
Long Range Planning, vol 35
2002
549