Step 3: Strengthening organizational learning

Results
-       significantly improved performance
-       grasp of the objective and subjective processes
-       greater control over the organization’s own future

According to our definition, improvements in the learning cycle are only attained when the new lessons learned have become part of the daily routines (internally) or when a product can be deemed a success on the market (externally). Organizational learning can only be considered to have improved when the lessons learned have become embedded in daily activities. Being able to do something new is not sufficient; it should actually be visible in the daily activities.

The argument behind the framework that we use in steps 2 and 3 is that the intervention approach is normally chosen, based on the perspective one opts for. When someone only views reality from one perspective, there is also only one possible direction to follow in identifying solutions. That there might be a leak somewhere below cannot be seen. Only one side is seen and ‘people know what to do’.

The improvement approach is, in our case, also designed to make full alignment possible and – as emerges time and again – results in huge improvements in a short period of time.

Besides being anchored in scientific research, ourthis approach is based on our own best practices in leading organizations in the Netherlands and abroad. The results we attain are proof that we have succeeded in identifying and confirming some essential principles.

You can read more about the five perspectives in a number of publications. ‘Alice in Organizationland’ takes a playful approach to the topic. The scientific research can be found in ‘Unwritten rules in perspective’, both can be ordered at any bookstore or by clicking on Services.

 five perspectives           © Dr. Johan Boudewijns

 
Process optimization of the ability secures the future.
Organizations create their own future. Organizations with a high learning and development capacity achieve the future they aim for.
delta 5 strengthens your ambition with regard to social innovation, smarter working, innovation and knowledge management.
delta 5 makes learning, developing and innovation an intrinsic element of the organizational culture.
The obvious learning processes are also known by competitors.
To embed organizational learning in an organization, a balance must be found between short-term and long-term success, between action and reflection, between talking and listening, between inside and outside, between theory and practice.
delta 5 translates organizational goals into the organization’s ability to actually realize these goals while making the process more effective, more cost efficient, more intelligent, more innovative and more sustainable.
delta 5 strengthens earlier professionalization attempts and improvement efforts using TQM, Kaizen, 6Sigma and Lean thinking.
A culture which allows employees to make mistakes is not the only requirement for learning. When a mistake cannot be traced back to its causes, learning is not possible in such an environment.
What have you learned today? And your organization?
Helping people strengthen their problem-solving capacity.
delta 5 is applicable for all sectors ranging from industry, service providers and government institutions.
delta 5 provides control over learning processes.
Learning processes which focus on production to generate money should exist alongside learning processes which concern the organization itself.
If a mistake may not be traced back to a person, no one is learning.
A learning organization is a group of people with a shared goal and which is getting better and better at realizing its goals.
In a learning organization, learning is embedded both in the organization’s culture and structure.