Enhancing Leadership Through Organizational Learning

Managers striving to become better leaders continually seek ways to grow, improve their performance, and inspire their teams. Organizational Learning (OL) equips managers with the tools to understand what makes organizations thrive, enabling them to lead more effectively and achieve strategic goals. OL fosters a knowledge-sharing culture, transforming businesses into Learning Organizations and sparking workplace innovation. Managers who embrace learning for themselves and their teams lay the groundwork for greater productivity, profitability, and adaptability in an ever-changing business environment.

The Fallout of Poor Change Management

A failure in change management illustrates the importance of preparation and employee engagement. An organization created a new role for an Instructional Designer (ID) without promoting the position internally, leading to unintended consequences. The plan to establish a Learning and Development (L&D) department unraveled when several employees, feeling overlooked, became visibly disgruntled. Resentment and jealousy toward the new ID’s position escalated into outright bullying.

The ID remained composed and refused to be scapegoated for the organization’s decisions. She firmly stated, “If you have an issue with how the organization is run, I suggest you take it up with the Operations Manager.” She then turned to the manager, adding, “Please address your team’s behavior and schedule a planned meeting with me in the future.” Her professionalism highlighted a stark contrast to the hostility in the room.

This incident underscores the importance of effective change management and the need to involve employees to avoid misunderstandings and resentment.

The Power of Lewin’s Three-Step Model

Preparing employees for significant changes, such as restructuring, is essential for success. Lewin’s Three-Step Model provides a roadmap:

1. Unfreezing old habits and mindsets to tackle outdated processes or rigid company culture.
2. Changing through action and adaptation.
3. Refreezing new behaviors into a stable and sustainable state.

Skipping the unfreezing phase often leads to resistance, as was the case here. The new ID quickly recognized that this critical step had been overlooked. The change began abruptly upon her arrival, leaving the unfreezing phase to be applied retroactively. However, it wasn’t too late. The ID fostered trust and gained employee buy-in by using empathy and genuinely addressing employees’ concerns. She turned skeptics into supporters by listening to feedback and integrating their input into the department’s plans.

The L&D department evolved into a hub of innovation and collaboration. It provided training on empathy, emotional intelligence, team building, and creative problem-solving tools like Edward de Bono’s Six Thinking Hats. These programs strengthened relationships and cultivated a workplace culture rooted in respect and growth.

Insights from Organizational Learning

Organizational Learning is not just a management theory—it’s a transformative tool for growth. For example:

• Healthcare: Continuous feedback loops in patient care to improve service quality.
• Manufacturing: Analyzing production errors to prevent recurrence.
• Retail: Training employees on customer engagement strategies based on purchasing patterns.
• Technology: Using AI-powered tools to tailor employee training and optimize decision-making.

A cornerstone of OL is fostering double-loop learning. This approach goes beyond addressing surface-level issues, encouraging teams to challenge underlying assumptions and beliefs. Managers who promote this culture empower teams to think critically, fostering systemic improvement rather than temporary fixes. For instance, a team might identify that a high error rate stems from unclear processes rather than individual mistakes, leading to process redesign rather than punitive measures.

The experience with the L&D department reinforces a vital lesson: involve employees early in change management. Transparency about plans and active solicitation of feedback builds trust, smoothing transitions and strengthening the organization’s knowledge base.

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Summary & ReFlections

Organizational Learning is a powerful way to enhance leadership, fuel innovation, and boost productivity. Managers who embrace a culture of learning are better equipped to navigate challenges, engage employees, and create an environment of shared knowledge and continuous improvement.

The L&D department’s journey highlights the importance of preparation, empathy, and employee involvement in change management. Understanding how an organization’s culture, processes, and people fit together is key to solving business problems. By applying OL principles, managers can transform resistance into opportunities, driving success for both individuals and the organization.

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© 2024 Pamela R. Swanson. All rights reserved.

References

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