Developing a Learning Organization
To start with, organizations must appreciate that learning is necessary at all levels and not just limited to the managerial levels. Chief executives need self-awareness to assess strengths and vulnerabilities, and so surround themselves with a team of people whose strengths in those core abilities complement their own. As a result, organizations will have a complete set of leaders that will be suitable in creating global awareness. Leaders who can recognize networking possibilities and read key power relationships are better equipped to handle the demands of leadership. Such leaders not only understand the forces at work in an organization but also the guiding values and unspoken rules that operate among people. People skilled at the organizational awareness competency can sense the personal networks that make the company run and know how to find the right person to make key decisions and how to form a coalition to get something done.
Creating a safe environment both psychologically and physically. To learn, workers should be free from the worry of belittlement or stigmatization when they differ with colleagues or the administration, make straightforward inquiries, admit doing something wrong, or bring up a popular perspective. Instead, they should be reassured in communicating their ideas relevant to the current subject. Learning happens when employees are knowledgeable of engaging ideas (recognition of diversity). Understanding the importance of competing for working prospects and alternative worldviews increase energy and motive, stimulates further reasoning, and prevents inactivity and drift. Learning is not simply about fixing errors and solving problems. It is also about conceiving innovative strategies and programs.
Employees should be motivated to take chances and experiment the uncharted and strange. If employees are too busy or overstressed by deadlines and schedules, their capacity to reason analytically and creatively is jeopardized. They grow less capable to identify and solve challenges and even learn from their actions and encounters. A nurturing, and supportive learning organization should provide time for re-energizing and inspire a rational evaluation of the organization’s processes.
Leaders should activate learning. Learning is an enabler for an organization to gain a competitive advantage. Guiding principles that establish a starting point for globally responsible leadership include fairness; freedom; honesty; humanity; tolerance; transparency; responsibility and solidarity; and sustainability. These are not fixed ethical points but need to be constantly refined and developed. It is no longer acceptable for a corporation to experience economic prosperity in isolation from those agents impacted by its actions. A firm must now focus its attention on both increasing its bottom line and being a good corporate citizen. Keeping abreast of global trends and remaining committed to financial obligations to deliver both private and public benefits have forced organizations to reshape their frameworks, rules, and business models
Leadership for global responsibility goes beyond setting a vision and goals. The central point is action to create alignment and to maintain commitment, such as the configuration of resources, development of supporting policies, implementation of globally responsible decision-making criteria, setting personal examples, stakeholder engagement and alliances, and development of a globally responsible mindset
But to get the results, it is the leader who sells the concept and encourages learning to help both the indi¬vidual and the organization in learning. It is the leader’s responsibility to help mold the individual views of team members. It requires the management to provide a commitment for long-term learning with resource support.
Learning systems also need to replicate real-life situations through a series of simulation games. This facilitates learning from mistakes to make future learning more effective. The learning environment needs to be open, flexible and motivating. The differentiating factor is that your content and strategies have to be designed to cater to a much wider audience – as opposed to a specific employee group or workforce demographic. With teams composed of workers from all over the world, your global training and development strategies have to be attuned to address the learning needs of all learners. This is the point where issues arise – designing effective training and development approaches for a diverse workforce. To facilitate continuous learning, some organizations also make comprehensive use of electronic media such as e-learning, duly providing a track to measure the learning progresses. But its acceptance largely depends on the workers’ urge to learn. This can be ensured by linking learning with various incentive packages and HR decisions.
Conclusion: Driving into the Future
Perceiving issues and problems from multiple perspectives, and perceiving ourselves as part of a global society will help us lead our businesses into the future. For anyone training, coaching, mentoring, teaching or simply setting a good example for other leaders in the organization, demonstrating globally responsible leadership should be a top priority.
David A. GarvinAmy C. EdmondsonFrancesca Gino. (2014, August 1). Is Yours a Learning Organization? Retrieved from https://hbr.org/2008/03/is-yours-a-learning-organization.
Develop the Three Levels of Organizational Awareness. (2017, May 10). Retrieved from https://www.keystepmedia.com/three-levels-organizational-awareness/.
Organization Development and Learning. (2017). Public Administration as a Developing Discipline, 123–140. DOI: 10.4324/9781315089331-5