Developing a Learning Organisation
Organisational Learning in Civil Society: Influences of Culture, Relational Dynamics
Development agencies have not always provided an enabling
environment for organisational learning. Learning is often seen as less
valuable than ‘doing’. It is difficult to find donors who will
recognise the value of, and fund, adequate time, space and resources
for learning. This paper argues that organisational learning is a
developmental process that integrates thinking and doing at both
individual and collective levels. Ultimately, organisations
need to decide on, and take responsibility for, their own learning.
Putting organisational learning into practice may seem daunting.
However, with supportive leadership, taking small steps and changing
daily practices can contribute towards a gradual process of
strengthening an organisation’s culture of learning. There are useful tools and methods which larger organisations might want to adopt.
Go to http://www.intrac.org/pages/PraxisPaper17.html and at the bottom of the page click on PraxisPaper17.pdf (716Kb).
Published by Working Together ProjectNGOs Developing a Learning Culture
http://www.coady.stfx.ca/resourceBin/public/mofi/file/Organizational%20L...
This Praxis Paper explores the importance of organisational
learning in NGOs drawing on examples gathered from
interviews mainly with Northern NGO staff and from an
extensive review of the literature. In this Paper we examine
why NGOs need to provide the motive, means and opportunity
for organisational learning, and introduce practical examples of
how pioneering NGOs are doing this. We then go on to suggest
how to combine these elements in planned and emergent organisational strategies for learning. The Paper concludes that, although much has been written on the conceptual frameworks for organisational learning and knowledge management, most of these are ‘Western’-orientated and people are still concerned about how to translate these theories into practice. The Paper recognises that learning is understood differently across cultures and contexts but that most current models are based on a Western understanding. There is therefore a need to engage with capacity building practitioners to explore innovative approaches which are relevant, appropriate and accessible across a wide range of cultures and contexts. learly, like so many good intentions, organisational learning is
easier said than done.
