The New Learning Organisation: PART I – Institutional Reflexivity, High Agility Organising and Learning Leadership
ISSN: 0969-6474
Article publication date: 16 January 2019
Issue publication date: 13 June 2019
Abstract
Purpose
This paper aims to revive the old idea of the Learning Organisation by providing a fresh conceptualisation and illustration. The New Learning Organisation is conceptualised, focussing on the common good through responsible action. It is positioned as responding to the VUCA (Volatility, Uncertainty, Complexity and Ambiguity, Bennett and Lemoine, 2014) conditions with a VUCA approach to Learning Leadership fostering Institutional Reflexivity and High Agility Organising .
Design/methodology/approach
The paper presents a new organisational learning framework – the 8As – Sensuous Organisational Learning framework. It illustrates the operationalisation of this framework in PART II through the educational practices and learning culture of the Norwegian Defence University College, Royal Norwegian Air Force Academy’s (RNoAFA) approach to growing (Military) leaders.
Findings
The Sensuous Organisational Learning – 8As – framework illustrates how attentiveness, alertness, awareness, appreciation, anticipation, alignment, activation and agility form an integral part of the New Learning Organisation. Their unique contribution as aspect of a Sensuous Organisational Learning framework is that they explicate how the three principles of Institutional Reflexivity, High Agility Organising and Learning Leadership can be operationalised to serve the common good.
Research limitations/implications
The paper presents a novel way of reviving the Learning Organisation beyond an ideology as a practical approach to responding to VUCA conditions. It introduces a new learning theory and injects a fresh perspective in our understanding of the role and impact of learning in the workplace.
Practical implications
By focussing on Learning Leadership practices that extend previous Organisational Learning frameworks, The New Learning Organisation promoted here focuses on responsible action to serve the common good through Institutional Reflexivity and High Agility Organising.
Social implications
By focussing on how the common good can be better served, the New Learning Organisation becomes a mantra for social change to identify the higher purpose that social actions must serve.
Originality/value
The need for fresh contributions in the Organisational Learning debate is long overdue. This paper marks a new chapter in Organisational Learning research and practice by demonstrating the value of sensousness as a foundation for improving the practical judgements across professional practices.
Keywords
Acknowledgements
The authors acknowledge the support of the RNoAFA in undertaking the research reported in this paper. The authors also offer gratitude to Colonel Rune Gaustad, Commandant RNoAFA, Lieutenant Colonel Professor Dag Henriksen, Head of the Air Power Leadership Group and Professor Karl Erik Haug, who has been Dean of RNoAFA until 1 August 2018. All have offered invaluable support and guidance in the production of this paper and shared their direct experiences in multiple leadership roles within the RNoAFA and the working groups in the Educational Reforms and wider Modernisation programme in Norwegian Defence.
Citation
Antonacopoulou, E.P., Moldjord, C., Steiro, T.J. and Stokkeland, C. (2019), "The New Learning Organisation: PART I – Institutional Reflexivity, High Agility Organising and Learning Leadership", The Learning Organization, Vol. 26 No. 3, pp. 304-318. https://doi.org/10.1108/TLO-10-2018-0159
Publisher
:Emerald Publishing Limited
Copyright © 2019, Emerald Publishing Limited