Organizational Learning For Journal Of Applied Communication

Experiential Learning Theory

Describe about the Organizational Learning for Journal of Applied Communication.

The changes experienced in the current century are presenting numerous challenges to the modern class of societal and organizational leadership. Any organization that is to survive in the ever-changing world must embrace organizational learning. Organizational learning is the ability to acquire the necessary knowledge and skills as an individual or as a group regarding the changing environment, transfer the learned competencies within the organization and guide the organization to adequate performance (Azmi, 2008). An effective modern leader must know how to acquire the skills, share with the group and apply them to transform the institution capacity to perform in new environments. Thus, the paper seeks to use organizational learning theories; experiential theory, social learning theory, assimilation theory, situated learning theory and community of practice and adaptive and generative learning theory to outline how a leader can know, go and show the way.

Experiential learning theory notes that learning takes place through experience. The theory focuses on the learner’s cognitive abilities to learn from new and challenging situations and transforming the experience into actions. According to Hedin (2000), the development of new ideas and ways of doing things is stimulated by experience. The theory posits that active learning is guided by a cycle of four stages; concrete experience where the learner comes across new situations that force him to do things differently. The reflective observation phase comprises of the learner’s ability to observe and understand the unfolding. After critical reflection of the experience, the learner engages in a thought-provoking process and develops new ideas or update the exist practices and finally put it into practice to get the desired results. Hayward (2002) notes that though experience, leaders will derive new competencies from any challenging situation, come up with policies to actualize the new ideas and involve the stakeholders for the success of the process.  Hence, a good leader will learn from experience, act on the new ideas and guide people on the implementation.

For example, the Marriot international company policies of helping disaster-stricken victims, team building and affiliative leadership were facilitated by experiential learning theory. The company which employs people of different cultures was faced with a crisis of regular employees’ conflict forcing some to leave the workplace. The management learned that conflicts was as a result of lifestyle intolerance among employees and resolved to engage the workers in different tasks of helping disaster-stricken victims in various regions and embark on team building to foster tolerance. The management was able to solve the conflicts and now has a happy diverse workforce.

Social Learning Theory

The social learning theory stresses that learning occurs in a social context where people learn with and from other people through cognitive processes. Scholz, Dewulf & Pahl-Wostl (2014) claims that people learn through observing the behavior of others, evaluate the appropriateness of the consequences and imitating the behavior. The theory points out that for effective learning to occur, the actions of others must capture the attention of the observer and be remembered easily. The reproduction process comprises of the ability to perform the exact actions as observed. However, the critical learning process in this theory is the capacity to relate with the consequences of imitating the actions. Actions perceived to produce highest rewards prompt the willingness to emulate the activities. Leaders can learn socially today through interacting with right people and gaining insights on the trends been deliberated and evaluating the necessity of adopting the practices (Aounallah, 2014). Thus, Organizational leaders should observe the changes in the industries and the measures people are putting in place to handle the changes. Additionally, the leaders should evaluate the significance of those practices and adopt the practices that will yield maximum benefits while guiding their followers to the best mode of implementing the practices.

For example, the ASB bank in New Zealand engaged in social learning theory when integrating technology in the bank. The firm set up a new technology system in the bank, launched mobile banking and availed customer cares services on social networking sites in 2013. The bank’s CEO, Barbara Chapman, admits observing most banks in the industry reaping from simplified and faster services due technology advancement. The CEO launched up strategies to successfully implement the observations and guided the workforce through training. Hence, the bank learned socially; observing and imitating beneficial trends in the industry

The assimilation learning theory dictates that effective learning occurs through the integration of the newly acquired skills with the existing knowledge. According to Harrison (2000), meaningful learning requires the learner to comprehend the development of the new skills and assimilate them to broaden the concepts. The theory suggests that meaningful learning is built on knowledge acquisition, sharing and utilization through integrating with the already held knowledge. The key to the effective acquisition and use of new knowledge by learners is what they know (Vera & Crossan, 2004). The leaders can acquire new knowledge through observation or experience and focus on what they know to improve their practices. Additionally, the leaders should share the newly acquired knowledge with the workforce through a broad range of organizational methods and guide on the skills development necessary to benefit the organization. Thus, using assimilation learning theory, leaders can observe and pick knowledge from new situations, develop it with the help of what they already know and share with the workforce to facilitate the adoption.

Assimilation Theory

For example, Porsche Automotive Company embraced assimilation theory when manufacturing the luxurious Cayenne turbo sports car an improvement of the Macan crossover SUVs. The CEO, Oliver Blume, admits they experienced competition from rival companies such as BMW who launched luxurious and high-speed cars that resonated well with speed lovers.  The Company put the observation into actions, sending their engineers to more training and came up with a unique brand with an acceleration of 60km/hr in 4.2 seconds. Thus, the company used the already held knowledge on making speedy sports car to produce more improved products. 

Situated theory and community of practice model posit that involvement and interaction are crucial aspects that facilitate learning. Wenger & Snyder (2000) note that social interactions and involving in activities guided by certain beliefs, behaviors and cultures are the perfect grounds for learning and becoming experts. The theory advocates for active relating with the learning activity through carrying out the tasks, hence, learning while doing. People have the ability to gain experience and look like experts in solving issues when the actively engage in community activities (Levitt & March, 1988). The quality of Cooperation for a leader is very crucial in understanding and relating to the issue at hand. The leaders can build trust with the followers and win their will to engage in problem-solving activities for the benefit of the community. Hence, leaders can know about organizational and communal problems through being at the center of different practices and initiate measures to solve the problems and guide people in the best ways.

For example, the Common Wealth Bank of Australia leadership was guided by situated learning and community of practice theory when launching the community seed program. The bank marketing and communication department involves actively in the social media dialogue and online challenges with the customers to know what they need. As a strategy to keep on learning from the customers and enhance their services, the community seed program elicits conversation as voting for particular organizations continue. Hence, the leadership learns through online interaction, raise strategies to implement customers need and guide their workforce on successful implementation.  

The adaptive and generative learning model stresses that learning occurs through development or modification of the existing knowledge. Chiva, Grandío & Alegre (2010) note that active learning encompasses engaging and connecting with activity, reflecting and cognitively choosing of the best conduct. Adaptive theory demands that a learner pays attention to the existing knowledge and influence it with improved thinking to achieve set targets. The generative approach advocates for a learner to engage in a thought-provoking process to come up with non-existing ways of doing things. A learner should engage in a cognitive process to evaluate the different mode of doing things and supplement his practices or come up with entirely new methods (Sharma, Gupta & Wickramasinghe, 2005). Using the adaptive and generative learning theory, leaders should strive to gain knowledge through observations and experience and engage in thoughts on how to leverage product and brands. Furthermore, the modern leadership can engage in research, experimenting with various practices to come up with the suitable mode of doing things (Bass, 2000). Thus, successful leaders should learn through provocative thinking, adopting the best practice and transferring the knowledge to the workforce.

For example, the Asahi soft drink company used the adaptive and generative learning theory when coming up with new products such as Asahi Soukai and new Schweppes. The CEO, Atsushi Katsuki admits the company faced challenges of changes in customer preferences and stiff competition from other brands such as Coca-Cola. The company used the adaptive theory and enhanced their products through improved thinking. Additionally, the company closed some production plants to reduce the cost of production and compete effectively; a clear indicator of generative learning.

Conclusion

Consequently, various organizational learning theories outline the different way of acquiring knowledge. Consulting the models will allow leaders develop necessary competencies when encountered with challenging situations. The leaders will develop strategies to actualize the new ideas and guide the followers to successful implements the ideas. Hence, a good leader will learn, act and show the way.

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