Learning Organizations in any Industry Jennifer Bunt MGT/426 October 22, 2012 Jascia Redwine Learning Organizations in any Industry As clearly stated in the article Managing Change Successfully by Eileen Brownell (Sep/Oct, 2000), “Change is inevitable. ” Within every company in every industry, change exhibits growth. Without change, companies will become obsolete. With technology continually changing, organizations have restructured the inner-workings of the business. Organizations need to structure the way employees communicate and work together to achieve the underlining goals of the company.
In this article, change is relevant to making concepts into reality. If current projections hold true, technology will change every year, world knowledge will double every 900 days, an English dictionary will be outdated within two to three years, and generation gap will occur every four to five years (Brownell, 2000). Everything in the environment is changing, to survive, change must be accepted. This goes for companies as well. To accept change and make an organization successful, an organization needs to accept the idea of becoming a learning organization. The article insists that change is an opportunity toward constructive growth.
Change should be accepted; moving forward not only increases growth for the company but also for the employees as well. Change in the workplace can be scary, upper-level management must allow employees to showcase their talents and share in the opportunities change has to offer. Eileen Brownell goes on to state different techniques to ensure employee motivation and to make change more accepting. To start, treating staff as if they were customers: taking the time to appreciation the hard work and scarify each employee add to the company, enhances the motivation each employee will give toward the services he or she bring to the company.
During the change process, employee morale may fall if the employee felt under-respected for what he or she can offer to the company. Second, when decisions have to be made, involve everyone in the decision process. Getting multiple ideas can lead to solutions better than originally planned. Change is better accepted when everyone is involved. The most important statement the article had to offer when accepting change is “letting go of the past” (Brownell, 2000, p. 10). In a constant changing environment, business cannot rely on old techniques used in the past. What may have worked a week ago is not necessarily going to work today.
New methods must be in continually conjured up to live up to the expectations of the consumers. The more minds that come together during a time of change, the better the consequences will be for the future of the organization. Life and the environment around us will never slow down and changes will always be present. Humans also will not slow down; there is a continual competition to achieve greatness, as is a company. The future success of any company or individual depends on the abilities the company or individual is willing to give to strive toward success. With the help of everyone on board, quality and success can be achieved.
Managing change successfully must be a team effort. In the book The Fifth Discipline: The art and practice of the learning organization, author Peter Senge defines learning organization as “organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together” (Senge, 2006, p. 3). In a world full of uncertainty, organizations need to continually renew, reinvent, and reinvigorate the way the business and employees accept the inevitable changes.
Curiosity, forgiveness, trust, and togetherness are the qualities and characteristics that learning organizations should be built on. With those qualities and characteristics in mind, employees can perform his or her duties at a limit most comfortable to his or her abilities without the thought of punishment for mistakes. With the lack of fear from punishment, employees can offer ideas and suggestions related to reaching the company goals during a time of change. Adapting to the ever-changing environment is what every organization must do to stay alive and competitive with fellow rivals.
To become a successful business, expand the learning capacities of the employees will cultivate new solutions to the problem solving, and new techniques to achieving high quality products and services. Allowing flexibility in the organization, the organization can deal with unexpected change when necessary. To add to the learning organization, individuals should incorporate personal mastery to his or her work. Staying in a personal mastery mode, individuals will stay in the mode of endless learning. In relation to current and past employment, the success from each company stems from the involvement of every staff member.
It is through staff suggestions and intuition that has led the companies to accept and manage change as it is given to us. My employees are encouraged to bring forward new ideas and suggestions so that the company can continue to strive at being the best in our industry. Change has allowed the company and staff members to achieve greater knowledge of new procedures. With the idea of leaving ourselves vulnerable to change; as a staff member, risks have been proven to achieve great rewards for ourselves as well as the company. Vulnerability is “a willingness to show up, be seen and take chances” (Alkon, October 2012).
Not every change will reap rewards and benefits, but it is from failure and disappointment that we have learned to accept change as it is given. References Alkon, C. (2012, October 19-21). Hidden secret to success: vulnerability. Retrieved from http://usaweekend. com Brownell, E. O. (2000, Sep/Oct). Managing Change Successfully. Retrieved from http://search. proquest. com. ezproxy. apollolibrary. com/docview/208155253/fulltextPDF/12DBE38579F49E158CE/1? accountid=35812 Senge, P. M. (2006). The Fifth Discipline: The Art and Practice of the Learning Organization. New York, NY: Doubleday.