For Organizations - How does the transition
happen ?
Again, it is difficult to lay down here the exact mechanics of how this
would happen, and we would be happy to share the exact methodology
of initiating a learning process within the organization through a
personal interaction with key constituents within your organization.

However, in brief the following are the key principles of learning:

  • Individual learning – most organizations have some kind of
    individual learning which is role determined. People will be given
    skills, which will help them achieve greater success within their
    roles

  • Group or team learning – a substantial number of organizations
    now also experience group or team learning, and team briefing
    and team group sessions are encouraged

  • Cross-functional learning – this is harder to encourage unless
    the senior personnel in the organization are capable themselves
    of cross-functional learning. If an organization keeps itself to
    itself, and particularly if it is based apart from other teams in the
    organization, it will be very difficult for that team to take part in
    cross-functional learning. Learning workshops would do well to
    have a combined level of managers, supervisors or participants
    across the spectrum. If real cross-functional learning has to take
    place, it will necessitate a keenness on the part of the
    organization to learn across the barriers

  • Internal learning – internal organization learning is where the
    organization looks in upon itself and seeks to understand
    everything that is going on within the organization. It follows
    naturally from cross-functional learning and it is at this level that
    an organization that has achieved “Investors in People”, is likely
    to have been most successful

  • External learning – external organizational learning is when an
    organization develops the courage to look outside itself and to
    benchmark itself against other organizations whose experience it
    seeks to emulate. An organization cannot consider itself a
    learning organization without some elements of external learning
    being built in

  • Futuristic learning – futuristic learning within an organization is
    where there is a willingness to envision the future, contemplate
    what it will mean, and how the organization should be adapting
    now to work in the future. To achieve this level of learning, an
    organization would do well to deliberately and consciously use
    the learning processes demonstrated in our programme on
    “Building a learning organization” to better examine its own views
    of the future. This is perhaps the most difficult to achieve
    because it is possible for even an intermediate learning
    organization to think that the future is too far off to think about right
    now. However, achieving the status of a learning organization
    means passing up the various stages of the learning triangle
    until the peak is attained
Enabling Sustained Learning
South Asia's largest Coaching Firm