Transitioning to the Learning Organization

Peter Senge popularized the concept of the learning organization, and several libraries have tried, with varying degrees of success, to adopt the learning organization model. This article explores why organizations consider attempting to become learning organizations, includes an overview of the theory of learning organizations, presents steps to becoming a learning organization, and describes examples of learning organization efforts at the University of Nebraska–Lincoln Libraries and other libraries. Learning Organizations To survive in the continuously changing information environment, libraries must find ways to become agile, flexible organizations. Rigid rules, entrenched bureaucracies, and stable hierarchies will not help these organizations survive new technologies, tight budgets, competition, and changing expectations of patrons and users. Stifling bureaucracies can result in employees who are unmotivated, lack the skills needed to adjust to changes, are content to follow orders, lack problem solving skills, and develop an us vs. them mentality. To advance, libraries need to move away from being knowing organizations that emphasize one best way to do things by following rules and regulations. They need to move past being understanding organizations where organizational culture and values dominate decision-making so that change is unlikely to occur. They need to advance past thinking organizations that emphasize fixing and solving problems without questioning why the system broke. Instead, they must become organizations that create a climate