The learning organization requires organizational learning in addition to traditional training. Organizational learning is a set of processes and structures to help people create new knowledge, share their understanding, and continuously improve themselves and the results of the enterprise. It isn’t a program or a project but a management philosophy.
Traditional Training | Organizational Learning |
Employees receive skills training; executives receive development training. | All employees receive learning support, lifelong development. |
Training goals are based on requests by users | Learning goals are based on corporate strategy and users’ needs. |
Training primarily addresses immediate needs or short-term plans. | Learning focuses on core competencies and long-term strategic plans. |
Needs assessments are done by the training group or by managers. | Needs assessments are done jointly by individuals, managers and training groups. |
Training is conducted locally or at an offsite classroom. | Education takes place at the workplace, job site or anywhere. |
Delivery of training is scheduled on a periodic basis. | Delivery of education is on real time, upon request. |
Training approach is a delivery of knowledge. | Education approach is to design learning experiences or workplace interventions. |
Training is instructor driven; programs designed by specialists. | Education is self directed; process design involves participants. |
Content is generalized; developed by training specialists; often prescriptive. | Content is specific and applied; developed jointly with trainees; trainees determine content. |
Trainers develop and deliver content, trainees are recipients. | Educators facilitate process and coach learners, learners are joint developers. |
SOURCE: SRI Business Intelligence Program and Diane McGinty Weston, Organizational Learning in Practice.
Personnel Journal, November 1994, Vol. 73, No.11, p. 62.