Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 21, Issue 12;   March 24, 2021:

Learning-Averse Organizations

by

A learning-averse organization is one that seems constitutionally unwilling, if not unable, to learn new and better ways of conducting its operations. Given the rapid pace of change in modern markets, one wonders how they survive. Here's how.
Don't tell me anything I don't already know

Don't tell me anything I don't already know

Until the 1990s, the concept of learning applied mainly to individuals. Since the 1990s, the concept has expanded to include organizations. As put forward by Peter Senge and others, it has provided a fruitful path of inquiry in management science. [Senge 1990] The ability to learn provides organizations the tools they need to adapt quickly to a rapidly changing world.

Not all successful organizations are learning organizations. Certainly there are some that do well even though they don't satisfy all of the elements of the definition of a learning organization. One interesting class of organizations includes those that aren't learning organizations, and which would benefit from enhancing their ability to learn, but which steadfastly and intentionally refuse to enhance that ability. [Brunsson 1998] I call these entities learning-averse organizations.

In this short post I explore in a very preliminary way some of the attributes and patterns of behavior of learning-averse organizations, and the conditions required for their survival.

I begin with a bit of terminology.

Learning intentionally
Learning is the process of acquiring knowledge. When learning is intentional and serious enough, we call it study. For organizations, as for people, study is most effective when combined with practice or experience. To learn intentionally, one must begin by acknowledging that there are some things to learn. Following study, a period of practice and integration incorporates the new knowledge into the learner's knowledge base.
Learning-averse organization
A learning-averse organization is one whose people believe there is little of value that they don't already know. Its employees believe themselves to be superior; the organization hires only the best. It has deployed practices and procedures that effectively control the flow of knowledge into the organization.

Although learning-averse organizations can still learn, they cannot do so intentionally. When learning does occur, it is often the result of events beyond the control of the organization.

Learning avoidance strategies

The learning-averse A learning-averse organization is one
whose people believe there is little of
value that they don't already know
organization is selective about knowledge it accepts for entry into the organization. Permissible knowledge is consistent with — and usually replicates or re-enforces — what the organization already knows or believes. When deprecated knowledge does appear, the organization deploys procedures to limit its effects. Opportunities for training and professional enrichment of staff are limited, and those opportunities that are offered are carefully screened for consistency with established thought within the organization.

Intentional learning cannot occur at the organizational scale, but some individuals do learn intentionally. Those who do so cannot apply what they learn within the organization unless it is consistent with organizational knowledge. Because applying something new places their positions at risk, those who engage in intentional learning tend to experience frustration, and then exit the organization voluntarily.

The cultures of learning-averse organizations include a widely held belief that their people and especially their leaders know all they need to know. When compelled to explain why organizational practices differ from the "best practices" of the world at large, the people of learning-averse organizations hold that the world has it wrong.

One scenario that typifies the learning-averse organization is its treatment of capable new hires. The organization believes it hires only the best, and it actually does try to do so. Trouble arises when new hires discover that their competence is valued only as a trophy, rather than as a personal and organizational asset to be used for achieving the organization's objectives. New hires who advocate approaches or ideas that differ from those with which the organization is familiar encounter stiff resistance, because the organization, through its leaders, experiences these ideas as criticism or worse — as an indictment of the leaders' incompetence. Consequences for capable hires who don't "fit in" can range from delayed career advancement to sidelining to termination.

Learning-averse organizations must confront and solve problems, as all organizations must do. However, their approach to problem solving focuses not on resolution but on preserving the state of their knowledge. If possible, they repeatedly defer solving problems, often in new ways each time, rendering the pattern of procrastination difficult to discern.

Learning-averse organizations might adopt the latest terminology to describe their operations, which makes them seem to be aligned with current management thought. But the operations themselves remain largely outmoded despite tracking a range of management revolutions through changes of vocabulary.

Last words

Rapidly changing market forces can threaten and destroy organizations that are unable to learn and adapt rapidly enough. Those who believe in the power of today's dynamic markets might be forgiven for wondering how learning-averse organizations could possibly survive.

But some do survive.

Truly unique circumstances are required for learning-averse organizations to survive. For example, a learning-averse unit of a larger company can thrive as long as that parent company is willing to provide adequate resources. Captive business units that provide nonfinancial benefits to their parent organizations provide one such arrangement. Privately held companies in early stages of development can also survive as long as the patience and resources of their owners or investors endure.

Another common structure that supports learning-averse organizations is the protected revenue stream. A stream of revenue from past achievements, combined with a highly regarded institutional pedigree, provides a configuration that enables survival of learning-averse organizations. In the commercial sector, such revenue streams can arise from long-term royalty agreements. The endowments of foundations and academic institutions are noncommercial examples of revenue streams that can support learning-averse organizations.

If your employer seems particularly and irrationally reluctant to adopt innovative approaches to its operations, your employer might be a learning-averse organization. How many of the attributes and indicators described above apply to your organization? Go to top Top  Next issue: Way Too Much to Do  Next Issue

101 Tips for Managing ChangeIs your organization embroiled in Change? Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to survive, how to plan and how to execute change efforts to inspire real, passionate support. Order Now!

Footnotes

[Senge 1990]
Peter M. Senge. The Fifth Discipline: The art and practice of the learning organization. New York: Doubleday, 1990. Back
[Brunsson 1998]
Karin Brunsson. "Non-Learning Organizations," Scandinavian Journal of Management, 14:4, (1998) 421-432. Back

Your comments are welcome

Would you like to see your comments posted here? rbrenXEiRBfuFHUtjHrqUner@ChacpYPvvSVhUNIOeXHKoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Organizational Change:

What's in it for him?Beyond WIIFM
Probably the most widely used tactic of persuasion, "What's In It For Me," or WIIFM, can be toxic to an organization. There's a much healthier approach that provides a competitive advantage to organizations that use it.
Hoarfrost coating Autumn leavesPiling Change Upon Change: Management Credibility
When leaders want to change organizational directions, processes, or structures, some questions arise: How much change is too much change? Here's a look at one constraint: the risk to management credibility.
A sea otter and pupPower, Authority, and Influence: A Systems View
Power, Authority, and Influence are often understood as personal attributes. To fully grasp how they function in organizations, we must adopt a systems view.
A pyramidal silk teabag of spiced black teaPatching Up the Cracks
When things repeatedly "fall through the cracks," we're not doing the best we can. How can we deal with the problem of repeatedly failing to do what we need to do? How can we patch up the cracks?
Roald Amundsen, Helmer Hanssen, Sverre Hassel, and Oscar Wisting at the South PoleDeciding to Change: Choosing
When organizations decide to change what they do, the change sometimes requires that they change how they make decisions, too. That part of the change is sometimes overlooked, in part, because it affects most the people who make decisions. What can we do about this?

See also Organizational Change and Critical Thinking at Work for more related articles.

Forthcoming issues of Point Lookout

Tennis balls on a tennis court. Your fitness program can be a part of your job search.Coming July 28: Be Choosier About Job Offers: II
An unfortunate outcome of job searches occurs when a job seeker feels forced to accept an offer that isn't a good fit. Sometimes financial pressures are so severe that the seeker has little choice. But financial pressures are partly perceptual. Here's how to manage feeling that pressure. Available here and by RSS on July 28.
A beach at sunsetAnd on August 4: What Are the Chances: I
When estimating the probabilities of success of different strategies, we must often estimate the probability of multiple events occurring. People make a common mistake when forming such estimates. They assume that events are independent when they are not. Available here and by RSS on August 4.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenXEiRBfuFHUtjHrqUner@ChacpYPvvSVhUNIOeXHKoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Bullet Points: Mastery or Madness?

DecisBullet Point Madnession makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision makers, guiding them into making poor decisions. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.