This assignment has two parts.

In part 1, students will be provided a scenario that highlights the critical issues related to a corporate mindset versus that of a small business.

In part 2, students will read an article and provide a synopsis of the article as it relates to the learning organization.

Required Elements to include in the Changing Mindset Case Study:

· Using the template provided, students will answer the questions that follow the case study;

· Provide a synopsis (400-600 words) of the findings related to “Why aren’t we all working for learning organisations?e-Organisations and Peopleby J.Seddon and B. O’Donovan

Required Formatting of Paper:

This paper is to be written using double spaced, 12-point font, and four to six pages in length excluding the title page and reference page;

Title page with your name, the course name, the date, and instructor’s name;

Use headings;

Include references other than the textbook;

Write in the third person;

Use APA formatting for in-text citations and reference page. You are expected to paraphrase and not use quotes. Deductions will be taken when quotes are used and found to be unnecessary;

Submit the paper in the Assignment Folder.

Case Study 1

Name

Institution

Date

This case study focuses on the article titled Why aren’t we all working for learning organizations? The authors of this article came up with this question after revisiting the work done by Peter Senge. This work is titled “The Fifth Discipline.” The authors in this article are reflecting on why people have more learning institutions or organizations around them. After doing this reflection, the authors conclude made by W. Edwards Deming on the critique of Western management practices is applicable to Senge’s ideas just the way it applies to other theorists’ ideas. The authors then went ahead to use Argyris’s model called Double-loop learning and they suggested a way that managers can use to switch to a systems thinking mindset from a command and control mindset so as to achieve or attain genuine organizational learning. According to Senge, learning organizations refer to organizations where people join so that they can continually expand or broaden their capacity of creating results they really desire. The learning organizations according to Senge also refers to organizations where expansive and new patterns or ways of thinking are raised and nurtured. In these organizations, Senge goes ahead to explain that there is setting free of collective aspiration and people continually learn the way to learn together.

With this definition of learning organizations, the authors of this article claim that the intent of the work done by Senge 20 years ago was to get organizations or institutions to shift their minds so that they could produce generative and adaptive learning. The prediction by Fortune magazine was that learning organization was going to be the most successful organization in 1990s. the predictions however, did not come to pass in 2010 and people still do not see examples of learning organizations around them.

At this point, the authors of the article came up with what they believed could be the biggest hint as to why organizations are not all learning organizations as suggested by W Edwards Deming. The authors were contented that the work done by Senge did not inform managers the way to address the deeper layers of connections before they could transform to learning organization. The deeper layers of connections are well explained by Deming who argues that people have been destroyed by the prevailing system of management in organizations. Deming claims that people are born with intrinsic joy in learning, curiosity to learn, dignity, self-respect and motivation. Management has to to put these into consideration so that learning organizations can be seen

Reference:

Seddon, J. and O’Donovan, B. (2010) Why Aren’t We All Working for Learning Organisations. AMED e-organisations and people. 17.2