THE LEARNING ORGANIZATION

AND CHANGE AS A POSITIVE OR

NEGATIVE AGENT IN ORGANIZATIONS
TEAM 3
Martínez Galván Andrea 2079307
Bonilla Rodríguez Johann 1968791
Alejo Aguirre Román 1946806
Estrada Ruiz Myriam Alejandra 1950566
Cano González Sofía Jimena 1954874
Martínez Loera Pedro Iván 2081597
 CONTENTS
CHANGE
1 ORGANIZATION
The basis 4 Elements of change

POSITIVE CHANGE
2 ORGANIZATIONS
that do not learn 5 How it affects

NEGATIVE CHANGE
3 LEARNING
Organizations 6 The impact on organizations.
INTRODUCTION
Organizations tend to create and maintain procedures that make
their work predictable. Organizational changes often lead to
unintended consequences, increasing operational uncertainty and
fallacies, arising from people and the way things work. The
organizational change literature favors an analysis of the factors
that underpin change processes, including the role of proactive
action by organizational members (organizations), but pays little
attention to the impact of these changes on specific activities.
organizational actors. Appropriate approaches and issues related
to the organizational change process and its impact on operations
and people are considered.
 ORGANIZATION
DEFINITION
FAYOL DEFINED ORGANIZATION AS STRUCTURING
ACTIVITIES AND ORGANIZING INDIVIDUALS WITHIN
THE FIRM. THIS INCLUDES RECRUITING,
EQUIPPING, AND TRAINING INDIVIDUALS.

HENRY FAYOL
 ORGANIZATIONS
Zero IN THE PAST
tolerance for Difficulty in
change. learning

THE
ORGANIZATION
THAT DOES NOT
LEARN

Old politics Little or no

and teamwork
techniques at all.
HOW DO WE DESCRIBE A
LEARNING ORGANIZATION
That knowledge and mental models are no longer just individual to be shared by a whole group,
and that learning is based on knowledge already acquired and experiences that reside in:

Individual and collective memory

Institutional mechanisms (policies, strategies, explicit models, standards, etc.) used to retain
knowledge and new ways of thinking.
THE NEW ROLE OF THE LEADER
IN LERANING ORGANIZATIONS
The Leader as a Designer: It includes the organization’s policies, strategies and
"systems". But it transcends them. It is not worth designing policies and
strategies that no one can implement, because they are not understood or do
not agree with them. Design requires making something work in practice.
The Leader as Butler or Servant: the leader must lead himself, making his
whole life a real commitment: in his public action and in his private life, he must
demonstrate a total congruence of his conduct with his beliefs, his principles
and, above all, to guide such convictions and principles by his example and
fidelity.
The Leader as a Teacher: It is not about teaching people how to achieve their
(leader’s) vision. It’s becoming someone who encourages learning, and helps
members of the organization develop a systemic understanding.
 ORGANIZATIONAL
CHANGE MANAGEMENT
Refers to the actions by which a business or
company changes a key element of its
organization, such as the culture,
technology, or underlying infrastructure it
uses to operate or its processes.
 WHAT CAUSES 1 New leadership at the helm of
the company or within its
ORGANIZATIONAL departments.
CHANGE? 2 Shifts in the organizational team
structure.
3 The implementation of new
technology.
4 The adoption of new business
models.
TYPES OR ORGANIZATIONAL CHANGE
THE IMPORTANCE
OF KNOWLEDGE IN
TODAY´S
ORGANIZATIONS
KNOWLEDGE:
INFORMATION
IN ACTION
THE ABILITY AND WILLINGNESS TO
ACCEPT FEEDBACK FROM EXPERIENCE
IS VERY IMPORTANT IN A COMPANY´S
QUALITY-IMPROVEMENT PROCESS.
Collecting, preserving, and sharing the
employees' knowledge and experience
boosts the overall knowledge of the staff,
improves efficiency, and preserves the
intellectual capital.
 WHY IS KNOWLEDGE IMPORTANT?

Boosts the efficiency in decision

making
Smarter workforce is built
Allows innovation to grow
Benefits competitivity
Greater capability of adaptation
from effective problem solving
 TOOLS FOR A
LEARNING
ORGANIZATION
TUTORING AND TRAINING

In-person tutoring, company-wide training sessions, online chats,

and group discussions – or a mix of these options and others.

Many companies value building a skills matrix that maps each

employee’s expertise. This simplifies finding the employee with the
most experience or knowledge in a given field.
DOCUMENTATIONS, GUIDES,
GUIDELINES, FAQ, AND TUTORIALS

Written communications are great for storing and

transferring knowledge.

With text-based knowledge management, a system to

store, categorize and navigate subjects is always available.
 DOCUMENTATIONS, GUIDES,
GUIDELINES, FAQ, AND TUTORIALS

The company has an invaluable source of

information of up to date information
Easy to find and share online
Can easily combine multiple people’s expertise into
one packet
LEARNING AND DEVELOPMENT
ENVIRONMENTS
Creating an environment where learning is
considered an asset will continuously drive
employees to educate themselves.

Incentivizing employees to take advantage of the

knowledge management systems will result in
leadership from them.
CREATE AND MAINTAIN A FULL
KNOWLEDGE MATRIX
Avoid a situation where an entire
organization is relying on one person, or a
small clique of experts.

Continually check the knowledge matrix of

the organization or its various departments.
 REGULAR MEETINGS WITH
KNOWLEDGE WORKERS

Having regular meetings with KWs is one way to

strengthen the bond between managers and KWs.

Knowledge workers: workers

whose main capital is knowledge
 KEEPING IN TOUCH WITH
KNOWLEDGE WORKERS WHO
LEAVE

When the employment

relationship ends,
organizations stand to benefit
from maintaining contact with
their former workers.
CHANGE
 CHANGE
DEFINITION
The word change denotes the action
or transition from an initial state to a
different one, depending on whether it
refers to an individual, object or
situation.
 FOR Organizational change is the process by which an organization
ORGANIZATIONS improves its performance, regardless of the type of organization
(ministries, producer organizations, research or extension
organizations, etc.).

PLANNING PROCESS

1 REFLECTING AND SHAPING THE FUTURE.

2 SHAPE THE ORGANIZATIONAL CHANGE PROCESS

4 APPLICATION

5 INTEGRATION
FOR WORK TEAMS
MAKING TEAMS AWARE OF CHANGE

It's not just about talking about it, we also recommend including adaptability, flexibility
and change management in our values and core principles. A team is not what it is, it is
all that it can become when it changes.

Static teams are destined to disappear. Since everything changes, the best teams are
those that adapt to change, no matter what form that change takes.

Change never comes in a pleasant form, it usually means for us a significant rejection.
That is why change management in a team is such a crucial issue.
 FOR
INDIVIDUALS 2. ALTHOUGH WE ARE
ALL DIFFERENT,
HUMANS RESPOND TO
CHANGE IN
PREDICTABLE WAYS.

1. SUCCESSFUL
3. CONNECT THE INDIVIDUAL
ORGANIZATIONAL CHANGE
CHANGE MODEL TO ACHIEVE
ONLY RESULTS WHEN
ORGANIZATIONAL GOALS AND
PEOPLE ARE SUCCESSFUL
OBJECTIVES.
AT CHANGE.
1

CHANGE AS A
POSITIVE AGENT
 ORGANIZATIONS AND CHANGE
ADAPTABILITY
Adaptable Organizations are
able to quickly detect shifts in
the external environment, and
flex appropriately.
LEARNING
Organizations should
prioritizes professional growth
through knowledge transfer
and encourage learning as part
of the fundamental culture and
overall vision for long-term
success.
COMMUNICATION
Communication in the
workplace is important
because it boosts employee
morale, engagement,
productivity, and satisfaction.
 HOW CHANGE IMPACTS
POSITIVELY ON ORGANIZATIONS?

COMPETITIVE ADV. PROCEDURES

INNOVATION TECHNOLOGY

NEW OPPORTUNITIES LEADERSHIP

RESISTANCE ORG. STRUCTURE

Netflix made a profit of $709 million (€653 million) in the first quarter of 2020, more than double
that of the same period last year, the leading streaming platform has reported. The
overwhelming growth figure is mainly due to picking up 16 million new subscribers in the Covid-
19 pandemic.

https://elpais.com/economia/2020-04-21/netflix-suma-casi-16-millones-de-nuevos-usuarios-durante-la-pandemia.html
 INTERACTIVE EXPE
RIENCES
FITNESS SHOWS

COOKING SPECIALS AL FOR KIDS

EDUCATION
2

CHANGE AS A
NEGATIVE AGENT
CHANGE
MANAGEMENT
Aims to facilitate and achieve the successful
implementation of transformation
processes, which means working with and
for people to accept and assimilate change
and to reduce resistance to it. Digital
transformation has revolutionised business
culture and is therefore the answer to the
need to tackle rapid and significant changes.
Change can be difficult for people because as humans we are creatures of habit and
change can upset routines, processes and sometimes requires relearning how to do
things. People resist change because there is the fear of the unknown. This can
create conflict and fear in the workplace.
Knowing that, there are somethings that can lead an organization to failure due to
a change that's not well-implemented, for example:

1. Lack of Leadership Support

2. Insufficient Resources
3. Poor Planning and Implementation
4. Poor Communication and Buy-in
5. Priority
6. Inadequate Adjustment Period
 KODAK
Kodak (1881) had an innovative concept for
the time, that of simplifying the plate printing
process when taking photographs. The advent
of technology changed the way pictures were
taken. They were leading companies in the
sector for decades, until 2012 when they
declared bankruptcy.
Although the company created the first digital
camera in 1975, they decided not to sell that
product, as they had a monopoly on film rolls.

KODAK = FAILURE
Despite being pioneers in the creation of digital cameras, Kodak did not
opt for that format until it was too late, fearing that the lack of reel in
these new cameras would harm its film business. This delay in adapting
provided the opportunity for companies like Sony, Nikon or Canon to
take a large share of the digital market, something from which Kodak
could never recover. Panasonic, LG and Samsung ended the company
in less than two years, thanks to the incursion of digital photography.

https://www.forbes.com/sites/chunkamui/2012/01/18/how-kodak-failed/
CONCLUSION
The world is changing at a speed that has
never been experienced before and it affects
us both personally and professionally. In this
context, adapting and managing change has
become an essential skill to face the present
and the future. It is also a clear sign of
professional leadership because
organizations need leaders who are also
change agents.
 ANY TIME THERE'S A CHANGE,
THERE'S AN OPPORTUNITY. SO
IT IS THE PARAMOUNT THAT AN
ORGANIZATION GETS
ENERGIZED RATHER THAN
PARALYZED.
JACK WELCH