"Learning organisations is a roadways to organisational growth." Discuss.

Learning organizations are organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. (Senge:3)

The Learning Company is a vision of what might be possible. It is not brought about simply by training individuals; it can only happen as a result of learning at the whole organization level. A Learning Company is an organization that facilitates the learning of all its members and continuously transforms itself. (Pedler et. al. :1)

Learning organizations are characterized by total employee involvement in a process of collaboratively conducted, collectively accountable change directed towards shared values or principles. (Watkins and Marsick:)

We can see much that is shared in these definitions – and some contrasts. To start with the last first: some writers (such as Pedler et. al.) appear to approach learning organizations as something that are initiated and developed by senior management – they involve a top-down, managerial imposed, vision (Hughes and Tight:). This can be contrasted with more ‘bottom-up’ or democratic approaches such as that hinted at by Watkins and Marsick (;). Some writers have looked to the learning company, but most have proceeded on the assumption that any type of organization can be a learning organization. A further crucial distinction has been reproduced from the use of theories from organizational learning This is the distinction made between technical and social variants (Easterby-Smith and Araujo:8). The technical variant has looked to interventions based on measure such as the ‘learning curve’ (in which historical data on production costs is plotted against the cumulative output of a particular product) (op. cit.). There is a tendency in such approaches to focus on outcomes rather than the processes of learning. The social view of the learning organization looks to interaction and process – and it is this orientation that has come to dominate the popular literature.

According to Sandra Kerka () most conceptualizations of the learning organizations seem to work on the assumption that ‘learning is valuable, continuous, and most effective when shared and that every experience is an opportunity to learn’ (Kerka). The following characteristics appear in some form in the more popular conceptions. Learning organizations build organizational effectiveness and growth through:

-Provide continuous learning opportunities.

-Use learning to reach their goals.

-Link individual performance with organizational performance.

-Foster inquiry and dialogue, making it safe for people to share openly and take risks.

-Embrace creative tension as a source of energy and renewal.

-Are continuously aware of and interact with their environment. (Kerka)

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A Learning organization will eventually achieve growth:

 Learning means acquiring new skills; it also means improving the already acquired behaviors and learning from own mistakes. When a company improves, it will definitely become better than others, becoming better will eventually lead to growth. 

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Provide continuous learning opportunities.

Use learning to reach their goals.

Link individual performance with organizational performance.

Foster inquiry and dialogue, making it safe for people to share openly and take risks.

Embrace creative tension as a source of energy and renewal.

Are continuously aware of and interact with their environment.

Full Agree with ms. ghada in her answer