There are many reasons why the learning organization remains so tantalizingly elusive.
Like any big idea that’s about intangible stuff like culture and attitude, the concept suffers from being a bit wishy-washy and vulnerable to the told-you-so cynics who love to point out how all the stuff isn’t perfect.
It also asks people, employees and managers, to behave in ways that are not necessarily in their own short-term best interests. It requires people to be mature, professional, think long-term, share and collaborate, and create safe environments where people can make mistakes and learn.
Not only that, it’s a staggeringly ambitious vision for an organization. The standard definitions offer a glittery utopian future that few would see as undesirable, but most would fail to even know where to start, let alone be able to put together a coherent programme that would impress the finance department.
So, I thought I’d solve all of these problem by developing a three-stage definition that would also serve as a road-map.
This isn’t to suggest that this is simple. It isn’t. The road is strewn with obstacles, but let us not be deterred by the difficulty of the terrain, let us break it down and get stuck in …