Managing in the Learning Organization

Abstract

In this chapter we provide several suggestions for managing cognitive work and learning organizations. We underline that managers should pay attention mainly to the processes through which learning develops and occurs within organizations rather than focusing their attention on outcomes and performance. Learning outcomes are not predictable, nor easy to evaluate and control. Learning may develop in unusual directions and produce unexpected outcomes. It is crucial to provide organizational members with adequate levels of autonomy and trust. This requires a deep change and a new attitude with respect to the management of time, place and work relations. Time, place and relations should be driven by creativity and innovation rather than by operations, hierarchy and efficiency.