Envisioning Public Child Welfare Agencies as Learning Organizations: Applying Beer's Viable System Model to Title IV-E Program Evaluation

Abstract

The idea of a learning organization emerges from organizational cybernetics and results in agency staff having the means to use their skills and expertise to meet the needs of the organization's clients. Relevant to Title IV-E training programs, such organizational processes would maximize the use of knowledge and skills the graduates bring back to the agency. This article uses focus group data to explore how Title IV-E graduates perceive the potentialities of their agency as a learning organization. This analysis results in recommendations to improve organizational performance without impinging on existing agency resource constraints.