The Learning Organization Analysis

Change is a constant, and in the business field, a must. An organization that seeks longevity in the market must develop resilience, innovative and change capability, and an efficient way to make change stick. Making change stick is about keeping the innovative and change capability always on the go, a continuous cycle of create/discover (the need for change), inform, accept, introduce, check and maintain. Nonetheless, the continuous change can cause staff to suffer from fatigue, apathy, and/or resistance, reactions that can block, delay or even take the strategy far from the desired end (Armenakis, Harris, & Feild, 1999). Therefore, effective models to make change stick, while at the same time helping people develop the capacity to thrive,
Learning organizations are ‘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, 1990:3). The core idea of this model is that organizations need to discover how to raise people commitment and excel their capacity to learn at all levels in order to answer better the continuous change environment. The origin of this idea is that ‘while all people have the capacity to learn, the structures in which they have to function are often not conducive to reflection and engagement’ (Smith, 2001). Senge (1990), states that just now it is aware the capacity that organizations possess, capacity to enhance results through continuous learning, the essence of this
When there is a share vision, people work towards it because they believe on it, not because they are told to. Organizations should be aware of how people see the vision and how enthusiastic they are to follow it. Managers should listen to employee’s feedback and make necessary adaptation.
4) Team learning: develop the idea of ‘think together’, through a dialog. Team learning should develop new capabilities of interaction, learn through others, and grow together.
5) System Thinking: Hierarchy, R&D, production, prices, taxation, rules, etc., has continuously shared links, connections and interrelationships, and the results from a holistic decision is better than from a focused one. Feedbacks, clear structure and organization mapping are good ways to understand the system as a whole, not as individual pieces. This discipline links all the others, in one single body model.

‘’Each discipline provides a vital dimension. Each is necessary to the others if organizations are to ‘learn’.’’(Smith, 2001). Besides the five disciplines, Senge also mentions that it is necessary a new kind of leader to lead the learning organization – showing people that the organization is