1. Main Definitions Learning – What is it? The word Learning undoubtedly denotes Change of some kind. To say what kind of change is a delicate matter. (Gregory Bateson – an ecology of mind)

2. When is an Organization an Organization? An organization is an organization when: An organization is an organization when: Making decisions in the name of collectivity Making decisions in the name of collectivity Delegating to individuals the authority to act for the collectivity Delegating to individuals the authority to act for the collectivity Setting boundaries between the collectivity and the rest of the world (Argyris & Schon, 1978) Setting boundaries between the collectivity and the rest of the world (Argyris & Schon, 1978)

3. Literature Two influential authors before the earliest mention of the term: Two influential authors before the earliest mention of the term: - Dewey’s (2004) ideas of learning from experience fit most easily into models of individual learning within organizations. His view about social learning in which learning takes place through social interaction, yet cannot be passed from person to person as if it were a physical object is essential. - Polanyi’s (1967) key idea of tacit knowledge has parallels to Dewey’s experiential learning. Within the field of OL, tacit knowledge refers to the unexpressed knowledge of organizations that provide the unique competencies which can’t be easily replicated.

5. Individual Team Organization Teams and Groups as Organizational Learning Mechanisms Integrating Learning in Organization with Learning by Organization

6. Patterns that Inhibit/Block Team and OL Defensive routines Defensive routines Constraining mental models (i.e. points of view) Constraining mental models (i.e. points of view) Prevailing undiscussables Prevailing undiscussables No Learning = No Change

7. Paradox Organizations are not merely collections of individuals, yet there is no organization without such collections. OL is not merely individual learning, yet organizations learn only through the experience and actions of individuals. OL is not the same thing as individual learning

8. How Organizations learn (Argyris & Schon,1976) Single Loop Learning Single Loop Learning Double Loop Learning Double Loop Learning

9. Process begins with Mental Maps Starting point was that people have mental maps with regard to how to act in situations. This involves they way they plan, implement and review their actions. Starting point was that people have mental maps with regard to how to act in situations. This involves they way they plan, implement and review their actions. These maps guides people’s actions rather than theories that they espouse. These maps guides people’s actions rather than theories that they espouse. As a result, there is a split between theory and action. As a result, there is a split between theory and action.

10. Theories of Action Espoused theory Espoused theory Is the theory one gives allegiance to and communicates to others Is the theory one gives allegiance to and communicates to others The words we use to convey what we, do or what we would like others to think we do The words we use to convey what we, do or what we would like others to think we do Theory-In-Use Theory-In-Use - Is what is actually performed - Theories in what we do as practitioners and managers

11. Single-Loop Learning Single-Loop Learning Single-Loop Learning - involves the detection and correction of error - strategy is to look for another operation that will address and work within the governing variables - given, or chosen goals, values, plans, and rules are operationalized rather than questioned

12. Double-Loop Learning Double-Loop Learning Double-Loop Learning when one questions the governing variables and subject them to critical scrutiny when one questions the governing variables and subject them to critical scrutiny Such learning may then lead to an alteration in the govern variables Such learning may then lead to an alteration in the govern variables Shift in the way in which strategies and consequences are framed Shift in the way in which strategies and consequences are framed