To establish organizational learning and its leadership, I believe an approach which releases creativity and empowers the relationships between all levels of the organizational structure. This will only produce high performance and high quality. Baldrige Core Values, regarding organizational and personal learning, emphasizes, “Achieving the highest levels of business performance requires a well-executed approach to organizational and personal learning” (Baldrige, n.d.).
To reach this high level of performance, leaders of an organization need to applying principles and insights that enable all employees to utilize their creative, meaningful, and motivating get-up-and-go attitude into the workplace. With basic principles and insights, organizational learning can be the structure, or backbone, that creates success. To begin with the “basics”, Senge suggests two levels of learning:
1) “All learning is judged by what the learner can do, the results he or she produces”
2) “On a deeper level, learning is about developing a capacity to reliably produce a certain quality of results” (Senge, 1990).
Though, to create effective learning, the culture needs to be, what Senge refers to as, a healthy learning culture. To develop a healthy learning culture, the “cycle” of learning needs to include five elements: “beliefs and assumptions; established practices; skills and capabilities; networks of relationships; and awareness and sensibilities” (Senge 1990). “While these taken-for-granted ways of seeing the world are often invisible to those who hold them, they shape organizational practices, guide how people do things, and, in turn, determine what skills and capabilities people develop based on those organizational practices” (Senge, 1990). An organization cannot become a learning organization until it understands how it learns and transfers that learning from each individual employee to the organization as a whole. Developing learning-oriented...