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Organizational learning is the process by which organizations create, retain and transfer knowledge to improve performance and adapt to change. It combines practices like reflection, measurement, and experimentation to institutionalize learning across teams. The concept guides governance, product decisions and continuous improvement.
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Organizational learning is an organization's ability to turn experience into shared knowledge, better decisions, and changed ways of working.
The concept emerged in organization studies through authors such as Chris Argyris and Donald Schön. Their distinction between single- and double-loop learning showed that organizations can correct errors and also examine the assumptions behind them.
An incident becomes organizational learning only when its insight travels beyond individuals. Gather observations, test assumptions, change rules or routines when needed, and check whether outcomes improve.
A deviation is corrected while goals and underlying rules remain unchanged.
The organization also questions the goals, assumptions, or rules contributing to the problem.
A repeatable cycle that embeds observation, reflection, decision, and action in daily work.
Organizational learning makes experience useful to the whole organization. It strengthens adaptability, quality, and safety when psychological safety is paired with visible follow-through.
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