Editing Organizational learning (section)

=== Development of learning organizations ===
[[Learning organization]]s are organizations that actively work to optimize learning. Learning organizations use the active process of [[knowledge management]] to design organizational processes and systems that concretely facilitate knowledge creation, transfer, and retention. [[Corporate Brain|Organizational metacognition]] is used to refer to the processes by which the organization 'knows what it knows'. The study of organizational learning and other fields of research such as [[organizational development]], [[System theory]], and [[cognitive science]] provide the theoretical basis for specifically prescribing these interventions.<ref name="Senge20102">{{cite book|author = Peter M. Senge|title = The Fifth Discipline: The Art & Practice of The Learning Organization|url = https://books.google.com/books?id=b0XHUvs_iBkC|date = 31 March 2010|publisher = Crown Publishing Group|isbn = 978-0-307-47764-4}}</ref> An example of an organizational process implemented to increase organizational learning is the U.S. Army's use of a formally structured de-brief process called an [[after-action review]] (AAR) to analyze what happened, why it happened, and how it could be improved immediately after a mission. Learning laboratories are a type or learning organization dedicate to knowledge creation, collection, and control.<ref>{{Cite book|title = Strategic Learning in a Knowledge Economy|last1 = Cross|first1 = Rob|year = 2000|isbn = 978-0-7506-7223-8|pages = 92|last2 = Israelit|first2 = Sam}}</ref>

Learning organizations also address [[organizational climate]] by creating a supportive learning environment and practicing leadership that reinforces learning.<ref>{{cite journal | last1 = Edmondson | first1 = A. | last2 = Garvin | first2 = D. | last3 = Gino | first3 = F. | year = 2008 | title = Is yours a learning organization? | journal = Harvard Business Review | volume = 86 | issue = 3| pages = 109–16, 134 | pmid = 18411968 }}</ref> Creating a supportive learning environment and reinforcing learning depends on the leadership of the organization and the culture it promotes. Leaders can create learning opportunities by facilitating environments that include learning activities, establishing a culture of learning via norms, behaviors, and rules, and lead processes of discourse by listening, asking questions, and providing feedback. Leaders must practice the individual learning they advocate for by remaining open to new perspectives, being aware of personal biases, seeking exposure to unfiltered and contradictory sources of information, and developing a sense of humility.<ref>Garvin, D. A. (2000). Learning in action: A Guide to putting the learning organization to work. Boston: Harvard Business School Press (Chapter 6).</ref>