Through the lens of learning organization theory: strategies used when introducing new work methods as described by practitioners and leaders in social services

Abstract

ABSTRACT This article uses learning organization theory to explore how practitioners and leaders in social services experience the process of introducing new work methods. Secondary analysis of data from interviews with 13 social service practitioners and managers (employed by various municipalities in Stockholm County, Sweden) was conducted, following their participation in an intervention aimed at supporting the process of managing fidelity and adaptations. A thematic approach in the data analysis was guided by the ‘Three Building Blocks of a Learning Organization’. The findings present examples of situations and actions that reveal how practitioners in social services apply important aspects of learning organization theory. Central components of learning organization theory are found to varying extents in all identified strategies used in the initial stage, implementation stage, and follow-up stage.