Introduction
This essay identifies the issues the organization faces in transitioning from individual learning to organizational learning and highlights the significant barriers that impact the learning process within the organization’s culture (Graham and Nafuko 4). Additionally, it also proposes a suitable OLM to facilitate this transition and two actions management can take to raise trust levels and create psychological safety.
Issues in Organizational Learning
After analyzing the organization’s learning environment, I established that there needs to be more emphasis on the importance of organizational learning. The organization needs a learning culture; most employees view training as a one-time event rather than an ongoing process (Popper and Lipshitz 162). Additionally, the organization’s reward system needs to incentivize learning, which creates disinterest in learning and limits employee growth opportunities. Furthermore, the organization’s communication channels are often one-way, with top-down communication dominating the dialogue. There must be more room for open communication, feedback, and discussion, which hinders knowledge sharing and limits the organization’s learning potential.
Barriers to Organizational Learning
The analysis also identified several significant barriers that impact the learning process within the organization’s culture. The first is the fear of failure, where employees are hesitant to try new things or take risks for fear of making mistakes. This results in the need for more innovation and experimentation, which hinders organizational learning (Graham and Nafuko 6). The subsequent hindrance is the requirement for additional trust among workers and executives. Straightforwardness and responsibility are absent, which creates a culture of fault and question. This creates an environment where employees are reluctant to share their ideas, leading to missed opportunities for learning and growth.
Selected OLM and Justification
The most suitable OLM is the Online/Internal OLM to facilitate the transition from individual to organizational learning. This is because it allows for asynchronous learning, which is critical in ensuring employees can learn at their own pace without disrupting their work schedules (Popper and Lipshitz 165). It also allows the creation of a centralized learning platform where employees can access learning resources, share knowledge, and engage in discussions.
Online/Internal OLM also promotes collaboration, essential in promoting organizational learning. It empowers representatives to team up on projects, share input and thoughts, and gain from one another’s encounters (Popper and Lipshitz 162). Also, it gives admittance to information and investigation, which can assist the executives with recognizing regions where extra preparation is required and tracking worker progress.
Actions to Raise Trust Levels and Create Psychological Safety
Management can take several actions to create psychological safety. They, first and foremost, can support open correspondence, input, and conversation, by creating a culture where each representative’s perspective is esteemed and everybody’s voice is heard (Popper and Lipshitz 167). This can be accomplished by making gatherings for conversation, like municipal events, and utilizing anonymous criticism stages.
Secondly, the management can show others how it is done and develop a culture of responsibility, where workers are considered liable for their activities, and the board is considered responsible for their choices (Graham and Nafuko 12). This can be accomplished by giving regular reports on the advancement of drives, sharing information and examination, and being straightforward about the dynamic cycle.
Conclusion
Organizational learning is fundamental in guaranteeing that institutions can adjust to changes in their areas of operation and maintain viability. The identified issues and barriers must be addressed to create a learning culture promoting employee growth and innovation (Popper and Lipshitz 162). The proposed Online/Internal OLM can facilitate this transition, and management can take actions to raise trust levels and create psychological safety, which is essential in creating a learning environment (Graham and Nafuko 4).
Works Cited
Graham, C. M. and F. M. Nafukho. “Exploring organizational learning mechanisms in small-size business enterprises.” New Horizons in Adult Education and Human Resource Development, 22(1). (2008). 4-23. https://doi.org/10.1002/nha3.10296.
Popper, M. and R. Lipshitz. “Organizational learning mechanisms.” The Journal of Applied Behavioral Science, 34(2). (1998): 161–179. https://doi.org/10.1177/0021886398342003.
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