Why There is a need for an LDO Model?
Every day, people in organisations face problems of various degrees of complication at all levels.
Without learning, organisations cannot solve the big problems and cannot sustain.
Learning can help people in organisation to interact, improve engagement and gives a platform for performance improvement.
Ecosystem OL model
As we aim to propose an ecosystem OL model, we tried to understand and showcase how learning can become organisational as well as strategic, and how change can be facilitated and lead from lessons learned. In doing so, we critically reviewed enormous number of artifacts and documented OL and LO models. Nevertheless the documented organisational learning models and frameworks arguing that those models are often formulated at a high level of generalization that is difficult to translate into action; ‘organisational actors require relatively clear milestones that can guide the process of trying to foster organisational learning’ . This LDO Model is an outcome of sixteen years’ study to create meaning structures for organisational learning. Every day, people in organizations face problems of various degrees of complication at all levels. conflicting interpretations of what is happening. Such problems require a great deal of listening, understanding, reflection and analysis to understand the nature and complexity then find a way of moving forward. This necessitates therefore:
- The interpretations of the different people involved (including yourself).
- The different goals and expectations of those involved.
- A need to construct a way of proceeding.
In many cases, the way issues are framed, locks people into a way of thinking and behaving which might fix things in the short term but eventually brings back the original conditions of concern. In current times, we need learning to cope with exponential data and information overflow, and the new concepts and technologies which are evolving every day. We have already seen development such as the gig economy, expert economy, Internet of Things (IoT), Industries 4.0, smart cities, Decision Support Systems (DSS), smart products, drones, and digital medicine and so on, with more to come. It soon becomes clear that existing standards and frameworks cannot cope with the challenges; the major missing element throughout most of existing frameworks and models is ‘learning’. Learning should be the core element of any standard, moreover, there is a major need for a model that develops an ecosystem that helps organizations shape their future. Until now, learning has mostly been ‘cadged’ into literature and theory; even those leaders who claim to support learning do not always know where to start or how to sustain what they have started. Learning can be structured into a sustainable system that consists of a repository of good practices that can act as an-eye opener rather a descriptive ‘cookbook’.
As our society seems to enter rapidly into a new era of techno-humanism and dataism, it is obvious that there will be a pivotal need for a fast-learning approach to extract the lessons and package the takeaways for busy human beings and non-human beings who may exist sooner or later. Unless mankind learns fast, and set its direction, then sooner than later the humankind will lose its humanity and intelligence will prevails over consciousness (Harari 2016)
The LDO mode resonates with the World Bank Group approach towards Learning.
“Learning is key to solving development challenges, and to meeting the World Bank Group’s twin goals of ending poverty and building shared prosperity. Development progress is often challenged by multiple interdependent factors; mitigating these factors requires change that can be harnessed through continuous learning”
– (WBG, 2017)