More knowledge for the organization: everyone teaches, everyone learns

When we talk about Organizational Learning, we are referring to the transformation of knowledge generated within an organization, so that it is useful for the design and implementation of actions that lead to greater effectiveness in all its dimensions (Structure, Processes, People and Systems).

In other words, to have a structured method that will allow the detection, selection and standardization/systematization of the knowledge obtained by individuals during the development of their activity and to use it by the Organization as a lever for its evolution and adaptation to the business environment.

One of the fundamental elements for the implementation of Organizational Learning as part of a company's cultural structure is achieving proactive individual commitment to the achievement of objectives; and there is no magic formula for this.

The application of techniques such as systemic thinking, personal mastery, recognition and testing of mental models and development of a shared vision, are support tools that, although they have their own implementation methodologies, must be adapted to the intrinsic and environmental characteristics that constitute the reality of each Organization.

The main obstacle companies face is undoubtedly the need to invest time, patience, perseverance, and dedication. Transforming an organization from traditional, command-and-control-based models to the proactive, individual-commitment models mentioned earlier is not possible with short-term visions and a focus on quick results.

Ultimately, Organizational Learning generally involves a fundamental change in culture; which always finds numerous organizational, personal, technological and infrastructure barriers in which to take refuge and persist.

Organizational Learning involves a collective learning process that must take into account the different ways of observing and interpreting reality as a result of the differences in information, experiences, skills and attitudes of each individual according to their role in the company.

From this point of view, all members of the company play an equivalent role, since the creation of a work environment in which all teams voluntarily develop a shared vision and work towards common goals cannot and should not be limited to the actions of certain groups.

However, it is undeniable that in the initial stages of change, strong sponsorship from senior management and the demonstration through actions of being the first to accept and implement this new way of "understanding the business" are basic starting premises.

In Spain, to date, there is no significant impact or concrete examples where Organizational Learning is an established reality and consciously promoted globally.

At best, its application is limited to small groups within organizations and tends to disappear as soon as the promoters leave the company.

The deep-rooted culture of submission based on command and control, coupled with the widespread idea that anything that does not produce tangible, short-term benefits does not justify the investment required to achieve it, creates an unfavorable starting point for the establishment of Organizational Learning as a strategic element aimed at business development.

The future depends on companies viewing their people as their most valuable asset, moving from considering them as "resources" to recognizing them as "capital." Only then will it be possible to shift the focus of Organizational Learning towards concepts such as:

– Everyone teaches and everyone learns vs. Some teach and others learn.

– Leaders encourage and provide support vs. Leaders command.

– High-performance flexible teams vs. Departments or Divisions.

– Areas of knowledge vs. Job position.

– Responsible autonomy vs. Hierarchical dependence.

– Distributed leadership vs. individualized leadership.

– Open and common information vs. reserved and individual information.

– Initiative and creativity vs. Formalism and rules.

– To lead is to educate vs. To lead is to administer.

It seems undeniable that the foundations upon which Organizational Learning is based reveal a more attractive business environment for individuals and a more profitable one for companies, thus predicting its adoption in essence, regardless of the name given to it or the techniques applied to achieve it.