Learning Organization Models and Their Application to the U.S. Army
Abstract
Army leaders recognize the utility of the Army becoming a learning organization to create agile, adaptive, and innovative leaders who can win in a complex world. However, there is no agreed upon definition or model of the learning organization and minimal empirical evidence to support existing models. This paper reviews four learning organization models: Senge's five disciplines, Garvin's building blocks of a learning organization, Marquand's systems-linked learning organization, and Watkins and Marsick's action imperatives. While different, these models agree on several components including reduced bureaucracy and hierarchy, a shared vision, a climate of empowerment, experimentation, systems thinking, sharing learning with external sources, and measuring important outcomes related to learning. To become a learning organization, the Army will have to leverage current strengths and overcome certain hindrances including those related to training and doctrine, knowledge management, and the hierarchical culture. Research questions are identified whose answers will provide important information to aid the Army in becoming a learning organization.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 01, 2016
- Accession Number
- AD1036965
Entities
People
- Jasmine Snyder