organizationallearning

Organizational learning refers to the process by which an organization improves its capacity to acquire, interpret, and retain knowledge, and to use that knowledge to adapt to change and innovate. It encompasses routines, structures, and practices that enable shared understanding and informed action across units, rather than focusing solely on individuals.

The field distinguishes several foundational ideas. Argyris and Schön describe single-loop learning, where errors lead to adjustments within existing norms, and double-loop learning, where underlying assumptions or policies are challenged. Peter Senge popularized the "learning organization" concept, emphasizing five disciplines: systems thinking, personal mastery, mental models, shared vision, and team learning.

Other influential models include the SECI framework of Nonaka and Takeuchi, which maps continuous conversion between tacit and explicit knowledge, and the idea of organizational absorptive capacity, which is the ability to recognize, assimilate, and apply external knowledge. Dynamic capabilities and exploration–exploitation trade-offs (March) describe how organizations balance innovation with efficiency.

Practice-oriented processes include feedback systems, after-action reviews, experimentation, pilot programs, communities of practice, and formal knowledge management. These mechanisms help convert experiences into codified knowledge, disseminate learning across boundaries, and embed new routines into everyday practice.

Barriers and enablers. Common barriers include cultural resistance, fear of blame, structural inertia, information silos, and misaligned incentives. Leadership, governance, and reward structures influence learning outcomes. When effective, organizational learning correlates with greater adaptability, sustained performance, and increased innovation across industries and public sectors.