Can problem solving hinder organizational learning? Why short term solutions do more harm than good

Abstract

As organizations become more fluid in their structure, the need for change increases, and as a result, companies must develop a deeper understanding of obstacles to these transformations such as resistance or prevention of organizational learning. According to Tucker, Edmondson and Spear, an organization has learned when it changes its activities in response to new knowledge or insight. Front‐line workers are in the best position to provide this insight as they continuously encounter problems from customers or clients. However, all too often the knowledge gained by overcoming these dilemmas remains with the individual and is not passed on to those who could make a lasting difference.

Citation

(2003), "Can problem solving hinder organizational learning? Why short term solutions do more harm than good", Development and Learning in Organizations, Vol. 17 No. 3, pp. 30-33. https://doi.org/10.1108/14777280310795801