Using the same scenario from Assignment 1, you realize that transitioning your organization to a learning environment may not be as easy as first imagined. You have encountered several resistance issues relating to the culture, psychological learning, organization structure, workforce commitment, and dissemination of knowledge. You decide to gather a decision-making team to assist in identifying the high or moderate resistance risks that may stop or slow down the process of this transition. The decision-making team must also recommend some mitigation intervention to lower the identified resistance risks to either moderate or low. For example, a high resistance risk can become moderate or low and moderate resistance risk can become low.

Your final product will be a table that identifies five (5) issues related to the organization’s culture, psychological learning, organization structure, workforce commitment, and dissemination of knowledge. You must also provide a description of each resistance issue and rate the resistance risk before the mitigation intervention as either High (H) or Moderate (M). Then, you must provide a description of your team’s mitigation intervention and determine the resistance risk’s downgrade from High (H) to Moderate (M) or Low (L) and / or Moderate (M) to Low (L) after the mitigation intervention.

Create a table in which you:

1. Determine one (1) challenge in the culture that may cause a major resistance to the transition from individual learning to organizational learning. Next, recommend one (1) mitigation intervention to downgrade the identified resistance in your table. Provide a rationale for your selected mitigation intervention.
2. Predict one (1) psychological learning threat that may result from the transition and then provide one (1) mitigation intervention to downgrade the identified resistance in your table. Provide a rationale for your selected mitigation intervention.
3. Assess the current organization structure as it relates to the free flow of knowledge then specify one (1) issue that may cause a major resistance to the transition. Provide one (1) mitigation intervention to downgrade the identified resistance in your table. Provide a rationale for your selected mitigation intervention.
4. Critique the workforce commitment to this transition and predict one (1) major resistance you may encounter. Next, provide a mitigation intervention to downgrade the identified resistance in your table. Provide a rationale for your selected mitigation intervention.
5. Propose one (1) dissemination of knowledge issue with the recipients’ ability to absorb the knowledge and comprehend it into action (i.e., motivating the recipient to share knowledge). Next, provide one (1) mitigation intervention to downgrade the identified resistance in your table. Provide a rationale for your selected mitigation intervention.
6. Use the Resistance Risk Mitigation Intervention Table template located here. You may also use Microsoft Word or other equivalent software to create a table in an equivalent format for this supporting document.

Your assignment must follow these formatting requirements:

• Be typed, using Times New Roman font (size 12), with one-inch margins on all sides. Check with your professor for any additional instructions.
• Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page is not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

• Examine the processes of how organizations learn and organizational barriers that impact the process.
• Examine the concepts of personal mastery and mental models and their related importance in a learning organization.
• Examine the driving forces related to organizational learning.
• Evaluate management behaviors that influence organizational learning.
• Analyze the key components of a learning organization and the role of a chief learning officer.
• Use technology and information resources to research issues in developing a learning organization.
• Write clearly and concisely about developing a learning organization using proper writing mechanic.

Running head: IDENTIFYING THE ORGANIZATIONAL LEARNING ISSUES 1

IDENTIFYING THE ORGANIZATIONAL LEARNING ISSUES

Identifying the Organizational Learning Issues

Name: Gabrielle McNeely

Institutional Affiliation: Strayer University HRM 562

Identifying the Organizational Learning Issues

Introduction

The paper studies Dearborn Electronics, a domestic firm dealing with electrical capacitors. It evaluates the challenges with the transition from individual learning to organizational learning. Through the above, it will be possible to provide solutions that assist employees and the company in overcoming existing challenges that hinder them from improving their organizational learning. 

Assessment of Organizational Culture concerning Shared Knowledge

Dearborn Electronics, Inc. refers to a manufacturing facility with the main focus on the production of electrical capacities. It also manufactures electronic filters employed in different industries, also the military. The company operates with about five hundred employees. The management comprises of twenty-five personnel. Dearborn electronics comprises of a diverse selection of employees with unique cultural backgrounds. The company comprises of Eastern Europeans, Asians, and Hispanics. With the cultural diversity, the company seems to lack some incentives that limit the growth and stability of the company. There is a lack of direct involvement between the management and the employees, influencing cultural issues and difficulties in ensuring that employees perform their roles and responsibilities efficiently (Berry & Berry, 2018). The company lacks an effective and specific training program in case of hiring new workers. New workers would only be assigned to a specific station with just another worker assisting him/her. The approach motivates multiple errors when it comes to the manufacturing of the electrical capacities and electronic filters. The company also lacks continuous training to improve operations. The situation leaves the employees with a need to learn new skills and initiate growth. 

Mystifications are obvious when it comes to evaluating the disconnect between organizational learning and culture at the firm. The first mystification comprises treating organizations like people since they learn in the same way as the stakeholders that revolve around their surroundings. At Dearborn Electronics, the mystification may be undertaken by focusing on the method of training associated with its new employees. The management and the workers performing their duties have a disconnect due to the lack of efficient training. The hiring idea of employees is to improve their performance by influencing positive learning. The second mystification comprises of the skeptic and visionaries, which serve as doubts associated with the capacity of the organization to learn. The organization has a limited learning outcome unless its management can manage it by changing the employees and management thinking and behavior. This is conducted through new teaching, research, and consulting methods. An example comprises of Dearborn Electronics conducting its operations via facilities that involved employees lacking the needed training and the failure of the management in ensuring more research is conducted. The third mystification comprises of the chic and mystique. It comprises of the organization possessing a new term with several concepts such as double-loop learning. It comprises of modifying goals in front of experience (Jeong & Yoon, 2017). It also has to do with double-loop learning as a major form of forced-self-examination. An example comprises of the pursuit of a goal by the organization. The organization has to meet its goals but through ensuring effective learning outcomes.

Opinion on the Organizational Learning Mechanisms limiting Organizational Learning

The current organizational learning mechanisms employed by the company jeopardize its operations such that it fails to achieve organizational learning. Dearborn Electronics has serious issues in the sharing of knowledge among workers. The same applies to workers and management. The knowledge-sharing process provides staff members with knowledge to enable them to do their jobs better, enhancing their productivity (Ameen, AlMulla, Maram, Al-Shibami, & Ghosh, 2018). An example may comprise a case whereby the company fails to emphasize the idea of direct involvement when it comes to leading training and provision of direct supporters to workers on improvement issues and new solution techniques regarding the manufacturing process. 

The second issues comprise of employees having a difficult time working in a team on different projects due to their unique experiences and limited training. When employees begin to work at the organization, the company provides them with a brief overview of their expectations and responsibilities. However, they lack proper training. An ineffective training program for the organization limits knowledge sharing and promotes poor teamwork skills. The situation leads to the obstruction of organizational learning at the organization. 

Suitability regarding Organization Learning Mechanisms

For the organization to ensure the transition from individual to organizational learning, it becomes significant for it to replace its existing OLMS. This is because it comprises of the limited training program. Workers have poor knowledge sharing frameworks. The situation influences the adaptation of online OLM comprising of the detailed training program to assist workers to accomplish efficient results when it comes to the performance of their duties (Jeong & Yoon, 2017).

Additionally, another important training program comprises of improving the work of current workers and updating them with new techniques, which they may employ to prevent errors. The process should ensure feedback is received on their performance. The new OLMS ensures positive involvement from management towards employees by creating a new learning experience with a positive background. The management can listen to the insight of employees and provide feedback. 

Norms of Organization learning Culture

The company’s learning culture comprises of quantity over quality. It also has a high consideration of paternalism. The management focuses on the amount of work conducted by employees compared to its quality. Also, it cares about pushing out units to satisfy the orders of customers. The norm should be altered since it may influence the company to lose several customers because of the poor quality of the produced units. Also, the same applies when it comes to the high number of returns associated with these units. Paternalism also comprises of the company’s learning culture (King & Moulton, 2013). The above practice influences major decisions to be made by the management and not sharing it with the workers and employees. 

For productive learning, the company should be able to apply accountability and integrity as the new culture and norms in its learning culture. This means the integration of integrity to admit errors and wrong judgment. Employees should have more involvement in the provision of solutions to production errors. The company would have improved productivity and enhancement of its output. The management should ensure effective learning by focusing on important areas that ensure the achievement of efficient results. 

Conclusion

In conclusion, Dearborn Electronics is important to its employees and the market when it comes to changing its operational development through a new model of learning. Its culture possesses characteristics that originate from extreme competition for investors. The main reason is that a commission has to be made for every investment that a client makes. Organizational culture motivates productivity and loyalty among employees.

On the other hand, competition hinders cooperation and communication (Detsimas, Coffey, Sadiqi, & Li, 2016). As such, the above serves as a key hindrance to transitioning from individual to organizational learning outcomes. Existing mystifications of organizational learning determine the culture of an organization and the learning processes of its stakeholders.

References

Ameen, A., AlMulla, A., Maram, M., Al-Shibami, A., & Ghosh, A. (2018). The impact of knowledge sharing on managing organizational change within Abu Dhabi national oil organizations. International Journal Of Management And Human Science, 2(3), 27-36.

Berry, F., & Berry, W. (2018). Innovation and Diffusion Models in Policy Research. In Theories of the policy process, 263-308.

Detsimas, N., Coffey, V., Sadiqi, Z., & Li, M. (2016). Workplace training and generic and technical skill development in the Australian construction industry. Journal of Management Development, 35(4), 486-504.

Jeong, B., & Yoon, J. (2017). Competitive intelligence analysis of augmented reality technology using patent information. Sustainability, 9(4), 497.

King, J., & Moulton, B. (2013). Group Health’s participation in a shared decision-making demonstration yielded lessons, such as the role of culture change. Health Affairs, 32(2), 294-302.