Individual vs. Org Learning LO1473

Michael McMaster (Michael@kbddean.demon.co.uk)
Wed, 31 May 1995 15:32:43 +0000

Replying to LO1434 --

As is generaly the case, Ivan brings some added dimensions to my
suggestion of the possibiity of individuals seeing themselves as
agents in a larger marketplace even though they remain at one
company.

He points to the potential conflict between organisational learning
and the individualism of the "free agent" approach. It seems likely
that those who choose to be free agents will be the more
individualistic ones. Those that think that way but remain in one
organisation may be individualistically inclined but also prefer to
operate within a stable community - and will tend to be significant
contributors. (At least if we retain the assumption of
responsibility - which is a significant part of any model that I
use.)

But what about organisational learning? How is it distinct from
individual learning? How does being an independent agent relate to
that?

> (Ivan says) I think that for organizational learning to happen,
> among other things, there needs to be some degree of collective
> responsiblity. It is necessary that all members of the organization see
> the need to help develop the organization, because as it develops they do
> too.

Arie de Geus, formerly of Shell and now the London Business School,
suggests that the central element of long lasting companies (hundreds
of years) is that a "core community" exist and be nurtured and that
many "free agents" related to that core community. This is one
possible way of addressing the integration of the various
alternatives. It's a way that enables a great deal of diversity,
flexibility and choice while maintaining a core identity.

I think there's a related a deeper point. That is, the possibility
of organisational knowledge not being contained in any individual and
thus existing outside of individual learning or any individual
thinking at all. This possibility is contained in the idea that the
knowledge of an organisation is embodied in its structures and the
content that the structures keep alive independent of the agents in
the system. In this possibility, the agents benefit - as Ivan
points out - by the continued existence and development of the
organisation and, I'd add _whether or not they are permanent members
of that community_.

Yes, I know, we aren't there yet. For me, that's the excitement of
the challenge of organisational learning - to learn how to go beyond
the existing models and to develop with others new models that can
take participation of everyone to new levels.

I also see that the approaches of outsourcing and downsizing are
detrimental to both core community and to organisational learning -
unless we understand the whole area of information, learning and
knowledge differently and can build increasing organisational
intelligence by the processes of outsourcing and downsizing. This is
possible, if we increase our capacity for "couplilng" to use a
biological term with other entities. Another way of saying this is
that we learn how to build composite complex organisations which will
expand our participation with other communities and theirs with our
communities.

-- 
Michael McMaster
Michael@kbddean.demon.co.uk