My organization is a learning organization since it has the capability to create, acquire, and transfer knowledge and can modify behavior to reflect novel insights. One of Senge’s disciplines of a learning organization is mental models. According to available evidence, Occam’s razor has been applied in the past. However, it has failed to make sense in various situations whereby simpler choices are feared to ignore the less likely possibilities. Occam’s razor refers to a principle of theory construction or assessment based on simple explanations that require fewer entities. In many instances, the ideology is effective in a situation whereby the data present is limited.
The model has failed to work effectively since it leads one to underestimate the less probable alternatives and not consider the important details. Utilizing the technique leaves someone feeling as if they are not taking their professional decisions seriously enough. It is essential to change the ideology to ensure that the decision-making process is not based on arriving at a straightforward solution but on conducting thought experiments and reaching informed decisions. By doing this, it becomes easier to discover the consequences of particular actions. Worries about this model is that it might mislead when faced with a problem. A change from it to Hanlon’s Razor model seems ideal, as the latter emphasizes on adequate detail.
Analysis of the Five Disciplines
Personal mastery refers to a collection of principles as well as practices that allow people to learn, create a vision, and possess an objective perspective of the world. Senge claims that the concept is needed for a learning organization. The latter encourages learning at every level to an extent it transforms and adapts in an ever-evolving world. One of the elements of this ideology is personal vision. Senge argues that differentiation between vision, objectives, and goals is important. A vision refers to imagery about the future someone desires. Particular objectives and goals serve to help in the achievement of the vision, which should aim for something. If it does not make sense in terms of its purpose, pursuing it might be pointless. For instance, before starting a computer gaming firm, it is essential to establish a personal vision that relates to the new company. This enables even employees to understand the purpose the company serves and how it accomplishes that in the future. Setting goals and objectives assist in the attainment of that vision.
Senge argues that mental models refer to conceptual schemes that consist of generalizations as well as assumptions that people can use to comprehend the world and, thus, act. It is possible for one to not know whether or not they are affected by them. They are essential since a great understanding of them leads to the effective building of a learning organization. This is important as it facilitates learning within every organizational level, allowing adaptation and transformation in complex surroundings.
Mental models present a few hindrances to learning as well as innovation. Senge argues that they usually restrict the manner in which people think or act. In the event they are inaccurate, wrong decisions are made. For instance, a single mental model for a production manager may be that a low-level employee is lazy and that is why production goals are unattained.
It offers assumptions that are not tested and lead to ignorance of other probable causes. Occam’s razor is another example, as it might result in someone not exploring other options before reaching a conclusion. It is possible to overcome inaccurate mental models by properly managing them. This means it is important to find the model that helps your goal, test its validity, and enhance it according to data learned from analysis and external sources.
Another discipline, according to Senge, is building a shared vision which is an essential foundation for proactive learning since it offers focus and direction for learning. In turn, this promotes commitment, and fosters energy as well as purpose among members of an organization, as suggested by (Senge, 2006). A common or shared vision enables clarification of the direction of an organization in terms of what to do or learn.
Team learning refers to a collaborative effort to accomplish particular and shared goals within a group. The purpose is to achieve the objective via discussion and dialogue, conflicts as well as defensive routines, and practice within the group. Similarly, indigenous communities of North America showcase a procedure of collaborative learning. It is necessary for teams to regularly find their formula for success. This discipline would help to identify the issues associated with Occam’s razor as in the evidence, find solutions, and suggest better models.
System thinking is another discipline that refers to the last component of the learning organization concept. Senge claims that this discipline is the key to holding every other idea together. When using words such as structure or system, it refers to something that conditions or shapes a behavior. For instance, business, as well as other human activities, are systems. They are held together by invisible fabrics of interrelated acts, which usually take time to wholly affect each other. Being part of the pattern makes it hard to view the entire trend of change.
Challenges Faced By Organizations When Transforming To a Learning Organization
This is a common hindrance to organizational learning. Individuals who have worked at a specific place for a while and are not determined to adapt usually do not desire to acquire new processes. This does not only happen amongst the most tenured workers but can emerge from anyone who is afraid of trying unfamiliar systems. It is important to understand that for an organization to advance, change is mandatory. As one adapts to ever-evolving markets, the internal processes, utilization and knowledge of technology will need to be updated. A manager is required to explain to employees the benefits of a particular change.
Another challenge encountered by organizations when transforming to a learning organization is the lack of leadership training, which is vital for organizational learning. Change management, communication, and support skills are needed to guide organizational learning. Insufficient training results in running teams poorly and causing chaos during times of change. In the event a manager is not engaged with a new process they are required to lead, it makes the workers uninterested. If it is not a priority from top to bottom, organizational learning cannot succeed.
One of Senge’s strategies that would aid in transformation into a learning organization is creating a solid as well as supportive L&D infrastructure. It is not possible to construct a house on unstable ground. Similarly, it is difficult to cultivate a productive learning organization without a great L&D infrastructure.
Another Senge’s strategy that would aid in transformation into a learning organization is identifying in-house experts. Sharing knowledge openly, as well as collaborating, are vital to success. A manager needs to note the team members who have desired skills. Next, they ought to develop an approach to spread their expertise amongst the group as efficiently as possible to enhance performance. For instance, launching a social media group whereby everyone is allowed to share their ideas. Additionally, one can create a learner-generated library that enables in-house specialists to teach their task-based expertise.
Another Senge’s strategy that would aid in transformation into a learning organization is developing a measurable performance category. Systems thinking dictates that there must be a system to determine the performance of employees and defined objectives and goals to attain success. Whereas it is believed by some scholars that the characteristics mentioned have to be available before assembling a team, others claim it is a gradual and organic process made better with time. Regardless of the case, one needs to develop a measurable performance category to cultivate a learning organization.
Reference
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. Doubleday.