Comparing Learning Organizations with Static Organizations

Abstract

A major challenge for organizations is remaining competitive in today's global society where sustainability is the most pressing problem (Ramirez, 2012). This chapter compares the characteristics of static and learning organizations, explains the systems thinking (the root of learning organizations), identifies the components required for transition from a static organization to a learning organization, considers two examples of learning organizations, and explores various critiques organizational leaders should consider. Leaders who strive to turn static organizations into learning organizations by changing corporate leaders' and employees' mindsets (Bennis, 1989; Bennis & Nanus, 1997) should consider the transitional process of that change. Learning organizations can permeate various social systems and industries including those that seem to need static traits such as construction. Organizational leaders should consider benefits and critiques as they develop a strategic approach to sustainability and growth.

Leadership Misplacement: How can this Affect Institutions of Higher Education?

“…As noted by Senge (1990) a learning organization is one that "is continually expanding its capacity to create its future" (p. 14). And the organization is continually adjusting and allowing for flexibility (Wang & Bain, 2014). This is especially important in places of higher education where the environment is in a state of flux.…”

“…To feel empowered by leaders, followers, an overall environment of trust is required. Table 1 adapted from Wang and Bain (2014) exhibits what a learning organization might look like rather than a static organization.…”