Models of organizational learning: paradoxes and best practices in the post industrial workplace

This study, a three-year research project, was conducted between 1998-2001 in an attempt to locate and study Canadian organizations which are using organizational learning approaches to embed on-going learning within the actual work processes - whether at an individual, team or strategic level. This research is intended to be a voice for Canadian models of organizational learning which have benefited the organization and its clients or customers, as well as its employees or volunteers, whose lives are dramatically affected by new organizational forms. The authors of the study hope that, by providing visibility to such "models" of organizational learning, the research would not only reinforce best practices already in existence, but also demonstrate the potential of such practices across work sectors, organizational size, and widely diverse employee populations. The study initially identified forty-two organizations, which either self-reported or appeared in the literature as examples of those attempting to become, or demonstrating features of, a learning organization. Four of these organizations - a medium-sized hospital, a large retail chain, a small not-for-profit government funded organization, and a large electronics manufacturer volunteered for more in-depth study through individual interviews, focus groups and on-site observationNational Research Network on New Approaches to Lifelong Learning (NALL) founded by the Social Sciences and Humanities Research Council of Canada (SSHRC) Grant No. 818-96-103