Creating a Learning Organizatio

With this said, Heorhiadi, and Conbere (2014) have outlined the critical steps that organizations may follow through their learning process. This essay uses a an example of a nonprofit organization and how the organization can shift into the learning process by focusing on Lewin’s change model as well as leadership theories including the transformational model. Establishing a learning organization Every day is a learning day, and learning is part of life, and with business entities, the without learning, an organization is left with the option of using outdated methods of production or use of short-lived practices which may not allow the organization to compete fairly in the industry (Serrat, 2009). An example of a real-world organization for this research which should embrace the learning process is a non-profit organization which works as a subsidiary of a multinational company in Geneva.

This subsidiary company depends on grants and donations to run their seven stores in the country. For instance, Heorhiadi et al. (2014) posit that an organization which supports transformative learning, the organization supports and promotes the employees’ mental models as well as their assumptions. According to Heorhiadi et al. (2014), transformative learning process involves understanding, rejection, integration, and using resources to achieve this. The double-loop learning process originates from how individuals think and fixing this problem requires a shift in governance and beliefs. (2014) recommend is that learning organizations should be willing to provide opportunities to their employees who may allow them to engage in critical reflections which may shift their behaviors for the better by applying the double-loop learning approach. In the case of the nonprofit organization, the entity may take this initiative for their employees, and this may be done in the form of seminars and workshops.

While the process of creating a learning organization is a critical and complicated process, the leader who stands behind this process is very crucial. Transformational Leadership Research shows that leadership is a critical component that influences how an organization is managed and controlled (Rijal, 2009). Unlike traditional kind of leadership, transformational leadership advocates for a different type of leadership which creates and supports a learning organization. Additionally, the CEO should realize the critical role that the employees perform and make them part of the shifting process to a learning organization. According to Rijal (2009), leaders need to model the kind of behavior or action they want to see in others. This implies that if a leader works very hard to have results delivered, then, the employees will follow the steps of the leader.

Serrat (2009) has stated that a leader who wants to see a change in their organization must continue learning by attending seminars and conferences because the business environment keeps on changing from time-to-time. According to Rijal (2009), a good leader must provide an enabling environment that supports learning from time to time. The last stage is the refreeze stage where the nonprofit organization will have changed and attained a stable state. In this stage, the employees will start seeing the benefits of change thus creating confidence in what they are doing (Cummings, Bridgman, and Brown, 2016). This step requires constant monitoring and support mechanisms to ensure that it is sustainable. Thus, the nonprofit organization should remain watchful and maintain an open model of communication for the person who may require support.