Article1995

RETHINKING ORGANIZATION DEVELOPMENT FOR THE LEARNING ORGANIZATION

Karen E. Watkins · Robert T. Golembiewski

58 citations0/0 files storedThe International Journal of Organizational Analysis

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Organizational Learning and Leadership Organizational Change and Leadership Appreciative Inquiry and Organizational Change

Abstract

This article offers a conception of the learning organization. From this model, we discuss ways in which organizational development can now be used to create learning organizations and ways in which organizational development theory and practice might change to create learning organizations. We consider three ways OD may contribute to the learning organization: supportive systems of interaction, guiding values, and a sense of structural alternatives. We look at contributions learning organizations make to OD, in terms of changing conceptions of dialogue, system diagnosis focused on learning, intervention focused on long term empowerment, and measurement at the macro system level.

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References

1991Exploration and Exploitation in Organizational Learning 1991Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation 1951Field Theory in Social Science 1982Adapting to Environmental Jolts 1990Informal and incidental learning in the workplace 1990Overcoming Organizational Defenses: Facilitating Organizational Learning 1975The Uncertainty of the Past: Organizational Learning Under Ambiguity 1983A TYPOLOGY OF ORGANIZATIONAL LEARNING SYSTEMS

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