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Publication date: 1 October 1999

Jeff Clanon

This article provides experiential based insights into the process of organizational transformation, changing not only the organization’s structure and practice but also the…

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Abstract

This article provides experiential based insights into the process of organizational transformation, changing not only the organization’s structure and practice but also the thinking and quality of interaction among the people who compose it. It traces the two‐year change process undertaken at the MIT Center for Organizational Learning which resulted in a new self‐governed, non‐profit membership organization, the Society for Organizational Learning. It describes the context for the process, why it was undertaken, the key conceptual models that guided it, the results, what we learned and the implication for achieving fundamental change in contemporary organizations.

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The Learning Organization, vol. 6 no. 4
Type: Research Article
ISSN: 0969-6474

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Publication date: 1 February 1996

George L. Roth and Peter M. Senge

By definition, all organizations that survive as their environment evolves are learning, at least to some degree, but proposes that the learning capabilities of most organizations…

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By definition, all organizations that survive as their environment evolves are learning, at least to some degree, but proposes that the learning capabilities of most organizations are extremely limited, especially when learning requires that diverse constituencies build shared understanding of dynamically complex business environments. As such, learning capabilities become increasingly needed, and those organizations which possess them will have unique advantages. Discovering how organizations might develop such learning capabilities represents a unique opportunity for partnership between researchers and practitioners. Suggests that to do this will require consensus about the research territory, research methods and goals, and how meaningful field projects can be designed and conducted.

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Journal of Organizational Change Management, vol. 9 no. 1
Type: Research Article
ISSN: 0953-4814

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