從實踐中反映學習型組織的理論與介入模式

Reflection on Learning Organization Theory and Its Practices

實踐場像一面鏡子，反映出理論的能耐，經過實踐，我們得以從中檢驗理論的基本假定，測試理論的適用條件。本文比較兩個導入學習型組織（Learning Organization，LO）到企業的個案，他們接受同一個顧問，以相同的理論基礎所設計的LO 介入過程，但是卻產生不同的結果。我們藉由比較兩個個案的異同點，反思LO 的基本假定，並歸納LO 及這套介入理論的適用條件。我們發現LO 的兩個假定：（1）組織可以形成共同願景而產生驅動學習、改變與創造；（2）學習系統思考與團隊學習的能力可以促成心智模式的改變，而產生組織學習，改變個人、團體、與組織的常規，促進創新與改變，在實踐上有其適用的情境脈絡，包括分權與穩定的政治環境、領導者用以身作則與鼓勵實踐的方式來支持、以及心理安全與學習就要應用的組織文化。

Practice reflects robustness of a theory. Assumptions and boundary conditions could be examined in practices. The present paper compared two cases that initiated Senge’s learning organization. The two companies had the same consultant who designed identical intervention model based on Senge’s intervention theory. However, the outcomes of the two cases were different to some extent. We examined the basic assumptions of learning organization and boundary conditions of the intervention model through the comparison between the two cases. The results indicated that assumptions of LO, i.e., shared visions drive motives of learning, change, innovation and the capabilities of team learning and systems thinking facilitate changes and innovations of individual, team and organization, have their boundary conditions when practicing. Three contextual factors to moderate the success of LO projects founded in this study were (1) decentralization and stable organizational politics, (2) leaders’ assertion of their supports by role model and encouragement of practice, (3) organizational culture of psychological safety and “learn to apply”. We conclude that an ideal type of learning organization has been invented, but an ideal intervention model will be waited in the future.