1. O.L Model A Roadmap to Organizational Learning

2. Assumptions (Schwandt, & Marquardt, 2000)
Human systems are chaotic, complex and non linear
Prescriptive Model- Action Based
Complexity and ambiguity: patterns , systems and subsystem are interlinked
Interchange – Dissemination- Meaning
O.L is goal oriented
Continuous self appraisal & experiential learning (Huber, 1991)
O.L is about collective and individual learning/ transformation & strategic renewal (Shipton, 2006)
Balancing learning tensions & myopia(Levinthal, & March, 1993)
Challenge values, beliefs, assumptions, rules (Beer, & Spector, 1993)
Learn, unlearn, relearn (Fiol, & Lyles, 1985).

3. Model Drivers Ongoing & cyclical diagnosis /reflection and action
Challenging & testing, dialogue, trust , communication, continuous interactions
Action: from knowledge to change
Experiential learning
Structures and systems change
Challenge beliefs, values, culture
Centrality of leadership
Effective and inclusive HRD strategies, practices and policies especially L&D
Manage power and politics
Manage tension between new and existing knowledge
Effective integration & Institutionalization of the learning process
The role of the central part is critical. OL is not the sum of the individual learning but mostly takes places in moving pieces around adapting systems, subsystems , processes, polices , rules and changing behaviors.
OLSM stresses leadership: leaders are to be ethical, open, and focused on relationships, networks and encouraging accountability, innovation and experimentation.
learning is good but no enough and there should be a continuous challenge of assumptions, mindsets, cultures, and modus operandi

4. Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization Science, 2(1),
Daft, R. L., & Weick, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9(2),
Shipton, H. (2006). Cohesion or confusion? Toward a typology for organizational learning research. International Journal of Management Reviews, 8(4),
Schwandt, D. R., & Marquardt, M. (2000). Organizational learning: From world-class theories to global best practices. Boca Raton, Fla: CRC Press.
Crossan, M. M., Lane, H. W., & White, R. E. (1999). An organizational learning framework: From intuition to institution. Academy of Management Review, 24(2),
Levinthal, D.A., & March, J.G. (1993). The myopia of learning. Strategic Management Journal, 14,
Beer, M. & Spector, B. (1993). Organizational Diagnosis: Its role in Organizational Learning. Journal of Counseling and Development, 71(6):
Fiol, C. M., & Lyles, M. A., (1985). Organizational learning. Academy of Management Review, 10(4),