Using The Same Scenario From Identifying The Organizational

Using The Same Scenario From Identifying The Organizational Learning I

Using the same scenario from Identifying the Organizational Learning Issue, as the vice president of human resources, you must create a memorandum to the CEO on the issues you discovered from the research. This memorandum serves as your communication to share the discovered problems and request permission to continue researching future solutions. Complete in one page.

Identify the issues you discovered in the organization's mystification from individual learning to organizational learning using the examples that you provided in Identifying the Organizational Learning Issues assignment. Explain the significant barriers that you discovered impact the process of learning within the organization's culture.

Provide a brief description of the selected OLM (such as Off-line/Internal, Online/Internal, Off-line/External, or Online/External) that will be most suitable for this transition. Justify the selection. Propose two actions that management can take to raise the level of trust as part of their strategy to create psychological safety. Justify your suggestions. Use Microsoft Word or other equivalent software to select a memorandum template for this supporting document, or use the template Download template provided.

Use at least two quality academic references in this assignment. Note: Wikipedia does not qualify as an academic resource. This course requires the use of Strayer Writing Standards (SWS). The library is your home for SWS assistance, including citations and formatting. Please refer to the Library site for all support. Check with your professor for any additional instructions.

Paper For Above instruction

MEMORANDUM

To: CEO, [Company Name]

From: [Your Name], Vice President of Human Resources

Date: [Current Date]

Subject: Addressing Barriers to Transition from Individual to Organizational Learning

Dear [CEO's Name],

I am writing to present the findings of our recent research concerning the organization's shift from individual learning to organizational learning. Our analysis has identified several key issues rooted in organizational mystification, which hinder this transition. These issues predominantly revolve around a culture that discourages open communication, excessive hierarchy, and insufficient trust among employees and leadership, creating significant barriers to knowledge sharing and collective learning.

One of the primary issues is the prevalence of a blame-oriented culture that discourages employees from openly sharing mistakes, thereby impeding collective learning. Additionally, organizational silos inhibit cross-departmental collaboration, further restricting knowledge flow. These barriers are reinforced by a lack of psychological safety, where employees fear reprisal or negative judgment, which diminishes their willingness to contribute ideas or admit errors.

To facilitate a successful transition, I recommend implementing an Online/Internal Organizational Learning Model (OLM). This model is best suited because it leverages digital platforms that enable real-time communication and collaboration across the organization, regardless of geographical boundaries. Such a model fosters transparency and continuous interaction, which are vital for nurturing trust and collective knowledge building.

Furthermore, building trust is essential in overcoming resistance to change and promoting psychological safety. I propose that management take the following two actions: first, establish regular open forums where employees can voice concerns and share experiences without fear of reprisal; second, develop a recognition system that rewards transparency and collaborative behaviors. These strategies are supported by research indicating that psychological safety is enhanced when employees feel heard and valued (Edmondson, 1999; Schein, 2010).

Implementing these recommendations will be pivotal in creating an environment conducive to organizational learning. I kindly request your approval to continue exploring these strategies and to allocate necessary resources for their implementation.

Thank you for your attention to this important matter. I look forward to your guidance and support in fostering a learning organization.

Sincerely,

[Your Name]

References

  • Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
  • Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
  • Garvin, D. A. (1993). Building a Learning Organization. Harvard Business Review, 71(4), 78-91.
  • Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of The Learning Organization. Doubleday/Currency.
  • Argyris, C., & Schön, D. A. (1996). Organizational Learning II: Theory, Method, and Practice. Addison-Wesley.
  • Brown, J. S., & Duguid, P. (1991). Organizational learning and communities of practice: Toward a unified view of working, learning, and innovation. Organization Science, 2(1), 40-57.
  • Kim, D. H. (1993). The link between individual and organizational learning. Sloan Management Review, 35(1), 37-50.
  • Crossan, M. M., Lane, H. W., & White, R. E. (1999). An organizational learning framework: From intuition to institution. Academy of Management Review, 24(3), 522-537.
  • Argyris, C. (1991). Teaching Smart People How to Learn. Harvard Business Review, 69(3), 99-109.
  • Watkins, K. E., & Marsick, V. J. (1993). Sculpting the Learning Organization. Library of Congress Cataloging-in-Publication Data.

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