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STUDENT RESPONSES
WEEK 4- ORG 817
ORIGINAL QUESTION- Topic 4 DQ 1
What do you believe are the greatest barriers to the transformation from a traditional organization to a learning organization? Why? In what ways do these barriers inhibit the transformation to a learning organization? Explain.
STUDENT ONE- LARI
There are four categories that contribute to the barriers of transforming an organization to a learning organization (Schilling & Kluge, 2009). These categories are intuiting, interpreting, integrating, and institutionalizing (Schilling & Klug, 2009). These factors include actional-personal, structural-organizational, and societal-environmental (Massimo & Nora, 2022). Actional-personal factors include those behaviors and attitudes of individuals within the organization (Massimo & Nora, 2022). Structural-organizational factors include structure, technology, and culture of the organization (Massimo & Nora, 2022). Societal-environmental factors include the environment the organization is located in and how the organization interacts with stakeholders (Massimo & Nora, 2022). Of these factors, research shows the actional-personal and structural-organizational offer the most barriers to the transition to a learning organization (Massimo & Nora, 2022). Further research insinuates the structural-organizational factors determine if the transition will be successful or not based on the communication throughout the structure of the organization (Massimo & Nora, 2022).
Massimo, B., & Nora, A. (2022). Barriers to organizational learning and sustainability: The case of a consumer cooperative. Journal of Co-Operative Organization and Management, 10(2).
STUDENT 2- JOE
The two greatest barriers to the transformation of a traditional organization into a learning organization are leadership and organizational culture. Toxic leaders, those leaders who seek to fulfill personal goals and passions over those that they supervise as well as those of the organization, certainly constitute a significant barrier to organizational learning and the transformation into a learning organization (Saqib &Arif, 2017). But some leadership styles, such as transformational leaders, have been shown to be more effective in the organizational transformation process because of their ability to develop employee attitudes of change and innovation (Waruwu et al., 2020). These employee attitudes describe the second barrier to organizational transformation, namely, organizational culture.
While toxic and uninspiring leaders are barriers to organizational change, an organization’s culture is the second major barrier. Organization cultures that reflect a spirit of tradition, loyalty, family (i.e. clan culture) are barriers to organizational transformation while those that value efficiency and coordination (i.e. hierarchical culture) demonstrate the greatest levels of organizational learning (Al Dari et al., 2021). An organization with a culture that is learning oriented is one that moves beyond simply training employees to fix a short-term problem, but is one in which employees are consistently encouraged to question and challenge standard practices (Alerasoul, et al., 2022). These organizations’ employees demonstrate a willingness to learn, adapt, and change (p. 14). Therefore, the greatest barriers to organizational change are organizations that have toxic and/ or uninspiring leaders cultures that value tradition and loyalty over efficiency and coordination.
References
Al Dari, T., Jabeen, F., Hussain, M., & Al Khawaja, D. (2021). How types of organizational culture and technological capabilities contribute to organizational learning. Management Research Review, 44(3), 437-459. https://www.doi.org/10.1108/MRR-02-2020-0090
STUDENT 3- KELL
Communication, flexibility, adaptability and sustainability are the greatest barriers to the transformation of an organization. The development of a learning organization is supported by the implementation of quality management (Dragomir, 2017, p. 32). Total quality management is the development of knowledge for organizations and encourages learning to illustrate the importance of advanced knowledge based on quality (p. 31). Interruptions of the learning cycle can also hinder organizational learning (Schilling & Kluge, 2009, p. 337). Barriers are defined as preventing organizational learning or impeding its practicability (p. 337). Singular barriers can be interlinked with the process of integration of learning (p. 335-336). Having up-to-date technology and applying that knowledge gains better performance (Imran et al., 2017, p. 117). Learning is a dynamic, non-linear, emergent process in which knowledge is created through the interaction of people (Putnik& van Eijnatten, 2004, p. 491). A learning organization provides a stimulating climate for members to continually strive for new approaches in acquiring said knowledge (Barker &Camarata, 1998, p. 443). It is imperative that learning organizations be flexible and adaptable to meet the organization’s ever-changing needs (Adel Odeh et al., 2021, p. 1). Despite shifts in work and learning theory towards a post-modern, complex, and practice approach, organizations have been slow to adapt to changes (Lizier& Reich, 2021, p. 271). These barriers can inhibit the transformation of organizations from traditional to learning, or at the very least delay it significantly.
References
Adel Odeh, A., Ammar, A., &OrabiTareq, A. (2021). The mediation role of the organizational memory in the relationship between knowledge capturing and learning organization. Cogent Business Management Review, 8(1), 1-14. https://doi.org/10.1080/23311975.2021.1924933
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