The organization’s culture is characterized by a strong emphasis on individual achievement and performance. This is evident in the organization’s performance management system, which is heavily focused on individual goals and objectives. The organization also has a culture of secrecy, with information often being siloed within departments and teams. This can make it difficult for employees to share knowledge and learn from each other.

Significant Issues with the Culture

• Focus on individual achievement over collective learning: The organization’s focus on individual achievement can discourage employees from sharing knowledge and collaborating with others. Employees may be more concerned with protecting their own turf and achieving their own goals than they are with contributing to the collective learning of the organization.
• Culture of secrecy: The organization’s culture of secrecy can make it difficult for employees to share knowledge and learn from each other. Employees may be reluctant to share information if they are concerned that it will be used against them or that it will make them look bad.
• Lack of trust: The organization’s culture of secrecy can also lead to a lack of trust among employees. Employees may be reluctant to share knowledge with others if they do not trust them to keep that knowledge confidential.

Disconnect between Culture and Organizational Learning

• Mystification of expertise: In the organization, expertise is often seen as something that is dimiliki oleh segelintir orang saja (possessed by only a few people). This can lead to a situation where employees are reluctant to share their knowledge because they fear being seen as less expert. For example, a senior employee may be reluctant to share their knowledge with a junior employee because they do not want the junior employee to appear to be more knowledgeable than they are.
• Mystification of process: In the organization, processes are often seen as being fixed and unchanging. This can make it difficult for employees to learn new ways of doing things. For example, an employee may be reluctant to suggest a new way of doing something because they fear that their suggestion will be rejected.
• Mystification of the learner: In the organization, learners are often seen as being passive recipients of knowledge. This can make it difficult for employees to take ownership of their own learning. For example, an employee may be reluctant to take on a new learning challenge because they feel that they are not capable of learning new things.

Example of a Training or Learning Initiative that Hindered Organizational Learning

The organization recently implemented a new training program on customer service. The training program was designed to teach employees how to provide better customer service. However, the training program was not well-received by employees. Employees felt that the training program was too theoretical and did not provide them with the practical skills they needed to improve their customer service skills. As a result, the training program did not have a positive impact on the organization’s customer service.

Suitable OLM for Replacing the Identified OLMs

The most suitable OLM for replacing the identified OLMs is online/internal. Online/internal OLMs can help to overcome the challenges of the organization’s culture by providing a platform for employees to share knowledge and learn from each other in a safe and confidential environment. For example, the organization could create an online forum where employees can ask questions, share best practices, and collaborate on projects. This would help to create a more open and sharing culture within the organization.

Evaluation of the Organization’s Learning Culture

• Inquiry: The organization’s learning culture is not conducive to inquiry. Employees are not encouraged to question the status quo or to challenge existing ways of doing things. For example, an employee who suggests a new way of doing something may be met with resistance from their colleagues.
• Transparency: The organization’s learning culture is not transparent. Information is often siloed within departments and teams. This can make it difficult for employees to learn from each other. For example, an employee who is working on a project may not be aware of the work that is being done on a similar project in another department.

Recommendations

In order to facilitate the transition from individual to organizational learning, the organization should:

• Create a more open and sharing culture. This can be done by encouraging employees to share knowledge and by providing them with opportunities to learn from each other.
• Break down the silos that exist between departments and teams. This can be done by creating cross-functional teams and by encouraging employees to collaborate on projects.
• Encourage inquiry and challenge. This can be done by creating a safe environment where employees feel comfortable asking questions and challenging the status quo.
• Increase transparency. This can be done by sharing information more openly within the organization.

By taking these steps, the organization can create a learning culture that is more conducive to organizational learning.