Cultivating a learning culture in the US Navy

Abstract

PurposeThis paper aims to explore the cultivation of a learning culture in the US Navy (USN). The intent of preparing and sharing this research is to reveal the particular challenges of developing learning organization capability in national security organizations. This paper believes this effort will contribute to the evolution and establishment of learning organization models that are replicable across and adaptable to distinct industrial settings.Design/methodology/approachSeveral efforts were explored and assessed by applying relevant research in the learning organization literature to trends in current organizational practice within the USN.FindingsRecent USN learning culture efforts align with the broader, multi-sector, global trend toward building learning organizations to develop people as a source of competitive advantage. This research reveals the trials of enabling learning organizations across large, hierarchical bureaucracies with substantial structural and cultural barriers. The myriad obstacles currently being addressed by the USN, both at an institutional level and at smaller organization and unit levels, can inform the development of learning cultures. In particular, this research highlights the need to align specific efforts to the appropriate level of the organization.Originality/valueThis paper contributes to the learning organization conversation by examining the associated challenges through a multi-level framework – top, middle and bottom.