Haemiwan Z. Fathony Academic ID: 29110368/ Email haemiwan@sbm-itb.ac.id Chapter 7 Chapter 8.3 (p.

. 257) Chapter 7: The Building Block of Learning Organization A learning organization has several core elements, namely the foundation of trust and learning culture or discipline, the two pillars of learning skills and learning facilities, the learning environment (habitat) as the roof of the learning ambience as well as quality leadership as the enabler of the organization. Those elements will influence, support, facilitate, accelerate and enable the accumulated learning growth and discipline in the organization, that in turn trigger the establishment of the quality human capital. This building block could be depicted in the picture as below.

KM OUTCOMES
LEARNING HABIT AND INNOVATION

TRUS CULTURE AND LEARNING DIS T, CIPLINES

6/10/201 1 KnowledgeMana gement 15

The trusted culture is needed as the foundation since a learning organization needs open mind as well as an ethical open dialog. The learning culture is the value or beliefs that is reflected or embodied in the organizations day to day processes. It underlies the behavior and perceptions of the people that will enable the exchange and aggregation of the knowledge within the organization and its partners. This will the organization be adaptive to the environmental changes. The learning process needs the learning skills or abilities as one of its pillars. It is reflected in the form of the ability of the organization and its people to see, listen, feel, write, and express. It will combine the balance of both intellectual and emotional quotient of the organization that will be reflected in its working environment. The second pillar is the learning facilities. It is consisting of systemic information, the organization structure, and the reward system. The availability of systemic information will motivate and facilitate the learning flow within the organization. The information and knowledge is flowing timely and accurately. It needs a support of the information infrastructure within the organization. The organization structure will influence the quality of the learning habitat as well as the effectiveness of the inter-people relationship both within and outside the organization. The reward system is the formal carrot for the achievement of the people itself. The learning culture or discipline as the roof has the function to protect the individual within the organization from the negative influence from both within and outside the organization. A learning organization needs a quality leader that could inspire and energize the organization.

M K S D O H T E M N A M U H L T I P A C

M K S L O T ) T C I (

KM PROCES S

LEARNING ORGANIZATION

Z I N A G R O S S E C O R P

LEADER S HIP

Haemiwan Z. Fathony Academic ID: 29110368/ Email haemiwan@sbm-itb.ac.id Chapter 8: Empirical Study on the Implementation of the Learning Organization Concept The empirical study tried to test the implementation of the concept of knowledge transformation and the concept of learning organization into 9 (nine) good performing companies, both in the services and manufacturing sectors. The study was held in 2001 by collecting questionnaire from the mid to up level management of the companies. The study use the approach from the Fifth Discipline of Peter Senge (1990), namely: personal mastery, sharing vision, mental model, systemic thinking, and team learning. The study tried to find out the factors that prevent the establishment of quality knowledge transformation path or the learning habitat in the companies. The research found out that there are several inhibitors:

Personal inhibitors, mainly intellectual and emotional maturity The weak learning relationships; affected by the level of trust, learning culture and the effectiveness of the leadership. Lack of managerial support Lack of learning infrastructure

Those factors should become the concerns for the change leaders, to put more focus and attention by minimizing or addressing those dominant factors since the beginning of its operations. The research also found out that the implementation of learning organization concept should be conducted gradually, from small scale to become the benchmark for other organization units. The individual learning is the prerequisite toward the organizational learning. The individual and organizational learning processes are working in continuous loop toward mutual benefit for both the individual and the organization. There are different managerial approaches on leading immature (baby and teenagers) organization and mature organization. Baby need command and direction, teenagers need friends, and mature environment need influence, support and stimulations.