Organizational Learning[OL，组织学习]

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什么是组织学习？ 释义

Chris Argyris和Donald Schön在1978年给组织学习（OL）所下的定义是： “诊断和改正组织错误”。 1985年，Fiol和Lyles对“学习”做了更为准确的定义，“通过汲取更好的知识，并加深理解，从而提高行动的过程”。 Dodgson对组织学习的描述是： 企业围绕自己的日常活动和企业文化，构建知识体系，补充知识技能以及组织例行公事的一种方式；组织通过广泛运用员工所掌握的各项技能，从而发展组织效能的一种方式。 (1993)。 Huber指出，如果信息交换时组织的潜在行为范围发生变化了变化，那么学习活动在这一变化过程中就已经产生了。

Dodgson指出，所谓学习型组织就是那些为了提高和最大化组织学习，而有目的地进行学习框架构建和战略设计的组织（1993）。 当下，学习型组织的概念日益盛行，因为越来越多的组织都意识到与时俱进、不断变革的重要性。 学习是一个动态概念，它强调的是组织的一种持续变革的特征。 现在，对于学习活动的关注重点已经从个人学习转移到了组织学习。 众所周知，学习是个人成长的要素， 学习对组织成长同样重要。 作为个人集合体的组织，必须以一种适当的形式、流程来保证组织学习，从而应对不断变化的环境。

当然，组织学习绝不仅仅是个人学习行为的总和（Dodgson，1993；Fiol & Lyles，1985） 。 当组织成员离开时，组织的学习能力并不会因此遭受损失。 组织学习会对组织记忆（Organizational Memory）发挥巨大的贡献作用。 因此，组织学习不仅会影响当前的组织成员，而且会对未来成员发生影响，这归功于通过组织学习所累积起来的组织历史、组织经验、组织规则以及组织故事。 “对于任何组织而言，创造一个学习型组织，仅仅是一半的挑战”（Prahalad & Hamel, 1994）， 同等重要的是，要构建一个“非学习型组织”。这一貌似荒谬的概念言下之意是，一个学习型组织也必须要学会忘记部分历史。 学习活动正是在各种因素的冲突中产生的（Dodgson，1993）。
 

三种类型的组织学习（Argyris & Schön）

1. 单循环学习（Single-Loop Learning）。 单循环学习是指，发现并改正组织错误，使得组织能够保持当前政策，去实现既定目标。 根据Dodgson（1993），单循环学习可以被视作为一种将组织所需得知识、技能或规则植入组织，同时不改变组织现有形态特征的组织活动。 单循环学习亦被其他学者指称为“低层次学习”（Fiol & Lyles，1985）、“适应性学习”“复制式学习”（Senge，1990）、或“非战略性学习”（Mason，1993）。
2. 双循环学习（Double-Loop Learning）。 双循环学习是指，除了发现并改正组织错误外，并且对组织现有的规范、流程、政策以及目标提出异议和修正。 双循环学习包括对组织的学习基础、特殊能力、例行常规进行变革（Dodgson，1993）。 双循环学习亦被其他学者指称为“高层次学习”（Fiol & Lyles，1985）、“创造性学习”“拓展型学习”（Senge，1990）、或“战略性学习”（Mason，1993）。 根据Mason，战略性学习就是组织与所处环境相适的一种努力过程，在此基础之上，组织才能够充分占有各种资源，并以这些资源去追逐、拓展并实现组织目标 （1993：843）。
3. 第二次学习（Deutero-learning）。 当组织知道如何执行单循环学习和双循环学习的时候，组织就开始了第二次学习的过程。 如果组织对于学习无意识的话，就不会有前两种学习。 “只有认识到无知，才会产生学习的动机”（Nevist et al，1995）。 这意味着在促进学习之前，需要找到学习导向、方式、流程以及结构等学习促进因素。 Nevis等人（1985）找到了七种学习方式和十种影响学习的促进因素。 例如，其中一项促进因素就是，找出目标业绩与真实业绩之间的差距。 认识到到这一差距后，组织就能够想到学习，以及想到创造适合学习的环境和流程。 这同样也会使组织意识到这样一个事实，冗长的积极反馈、或者是沟通交流事实上会阻碍组织学习（Argyris，1994）。

双循环学习与第二次学习都非常关心组织为什么要变革和如何变革，而单循环学习则被动接受变革，不做深层思考。 Dodgson指出，组织学习的类型还取决于组织学习所存在的不同组织部门。 不同的学习活动可能出现于不同的组织功能部门，如研发、设计、工程、制造、市场、行政、以及销售，等等。

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研究链接 注册 自动跳入有关以下内容的其他有用资源组织学习。 新闻 视频 简报 书比人好 更多

比较： Organizational Memory[组织记忆]  |  Bridging Epistemologies[桥接认识论]  |  Knowledge Management[知识管理] (Collison & Parcell)  |  SECI model[SECI模型]  |  Gestalt Theory[格式塔理论]  |  Action Learning[行动学习法]  |  Intellectual Capital Rating[智慧资本评级]  |  Levels of Culture[文化层次]  |  Change Phases[变革阶段]  |  Organic Organization[有机式组织]  |  Changing Organization Cultures[组织文化变革法]  |  People-CMM[人力资源能力成熟度模式]  |  MAGIC[MAGIC项目]  |  Experience Curve[经验曲线]  |  Team Management Profile[团队管理剖面]

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