------(By Azalea)

I have finished the Learning Organization Survey which is described in Harvard Business Review article: "Is Yours a Learning Organization?"

The purpose of the survey is to provide a starting point to assess how well the organization meets the criteria for being a learning organization. However, the limitation of the survey will base solely on the users’ perceptions of their organization's learning environment, processes, and leadership. Therefore, the result of survey may differ from the results of other employees within the organization.  (Amy Edmondson, David Garvin, & Francesca Gino)

Source: https://surveys.hbs.edu/perseus/se.ashx?s=381B5FE533C282FF

According to my activities 4, I had mentioned my organization is ineffective as a learning organization as well as PD because of the ineffective leadership and implementation. Based on the Learning Organization Scores Summary, all the benchmarks are felled into Second quartile. Perhaps, my organization is doing something right which I did not realize before. As I mentioned, my organization is very successful on any change programs because the leaders will link up the staff bonus with their performance of change programs. Maybe, this is why the score of leadership that reinforces learning will be obtained at 73.

The result of Concrete Learning Process and Practices is very strange to me. First, the education and training is in bottom quartile; the information collection is in third quartile but the analysis is in top quartile. Sounds, my organization is not good at education and training but it is strong at analysis. How dilemma they are?

In the Supportive Learning Environment, almost all of results are felled into Second quartile. Only time for reflection is felled into Top quartile. I start to think whether my perceptions of my organization's learning environment, processes, and leadership which is really reflected in this result of survey. Probably, I should think of the following points to evaluate my organization.

1)          The ability of an organization to gain insight and understanding from experience. It involves experimentation, observation, analysis, and a willingness to examine both successes and failures (McGill et al., 1993)

2)          As a process & activity through which organizations eventually aspire to become learning organizations (Finger & Brand, 1999)

3)          An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights (Garvin, 1993) and

4)          ‘the capability to create, integrate and apply knowledge’ (Thomas & Allen, 2006, p. 123)