Facilitating ‘organisational learning’ in a ‘learning institution’

Abstract

The term ‘organisational learning’ was popularised by Peter Senge in ‘The Fifth Discipline’, his seminal book from 1990. Since then, the term has become widely accepted among those interested in organisational learning and change management. However, partly due to the somewhat ambiguous situation which arises in a university which is a ‘learning organisation’ in a different sense, academic staff may experience some confusion when this term is used in a higher education institutional context. Further, the embedded notions of single- and double-loop learning and tacit and explicit knowledge, which are features of organisational learning, are not widely understood by those affected by organisational learning initiatives, leading again to some unintended confusion of purpose in situations of change.