Transforming Organizations through Learning

BY HELEN TSOTSOS

Live and learn. What this simple statement implies is that life is one big learning opportunity. Whether by default or by design, it is inevitable that occasions will arise where knowledge, skills and behaviors will be acquired. One thing is for certain; the ability to master change requires learning. Smart businesses recognize this fundamental need and support it.

Learning, however, is a complex process and may be challenging. For example, when learning plateaus, it leaves many discontented, bored or stale. Adult learners also hold beliefs that help them make sense of the world. Learning may create distress because it challenges these beliefs and moves these individuals out of their comfort zones.

Many theories exist on how learning happens. Classical theories suggest learning is a result of conditioning, trial and error, reward and punishment or a result of vicarious learning and modeling. Modern learning theories, however, emphasize the central role of cognitive processes in learning. What this means is that thoughts, ideas, beliefs, expectations, and intentions of individuals will influence and impact their learning. It is important for organizations today to understand this.

So, what constitutes a learning organization? Some organizational leaders believe that they support learning because they provide structured training and development programs. There is much more to it than that. Learning is about improving performance and creating more efficient, productive systems. It’s imperative to understand that learning happens through application and not externally through workshops or in a classroom.

Businesses today need learning to be transformational. Transformational learning happens by forming new paradigms about business and the organization. To create a transformational learning culture, there must be a strong focus and commitment to ongoing learning and development. These environments devise better ways of being and doing. Here individuals are encouraged to be self-aware, to define strengths and weaknesses and to develop action plans that will enhance and improve performance.

One unfortunate mistake that many business leaders make is to acknowledge intellect only and to neglect emotional needs. Emotions absolutely do impact learning. Anyone who has ever been in a high emotional state can attest to the fact that his/her ability to think or process information diminishes. On the other hand, incorporating emotional aspects of learning, such as the excitement of new accomplishments, pride of recognition or desire for growth, contributes to positive learning environments.

Positive emotions inspire commitment. The significant underlying drivers here are values. It is much easier to sustain learning and behaviors when actions are aligned with values. These motivational factors encourage selfdirected learning. Ideally, learning must be selfdirected. The alternative, which is compliance, may or may not yield desired changes.

Many business leaders, who typically micromanage or direct their employees, know the frustration of non-compliance. When individuals are forced to follow an agenda they don’t buy into, resistance results. The behaviors that follow may at best slow down productivity or at worst, derail progress altogether.

A healthy, productive organization understands its members and provides opportunities for their growth and development. A transformational leader does this by creating a supportive and trusting climate. This type of environment is fertile ground for evolving people and processes.

Coach-leaders transform their business by leveraging the strengths of people and developing learning edges to strengthen weaknesses. They collaborate with team members to develop goals and action plans. These insightful leaders know that adopting a coaching versus control methodology increases commitment and satisfaction, improves performance and encourages learning.

Developing a culture of learning follows a basic process. Firstly, there is the acquisition of knowledge. Determining where improvement is necessary is key. Is it skills, attitudes or relationships? Once you know what needs improvement, you can then determine how. Secondly, any knowledge gained must be shared. It allows all in the organization to understand the relevance of learning. Finally, there is practicing any knowledge, insights and attitudes gained. It is practice that integrates, and allows for the transfer of, skills acquired.

Learning ultimately impacts business success, including the bottom-line. Assessing the status of current learning opportunities lets you examine how to make things work better. For example, defining core competencies of jobs helps to create systems that are efficient and effective at utilizing time, energy and other precious resources. Benchmarking is another means of setting a higher standard of performance. It sets up ideal practices that allow forward thinking businesses to exceed customer expectations and surpass the competition.

Develop an attitude of supporting continuous improvement in all aspects of business. Utilize creativity, resourcefulness and strengths of all involved in the development of the organization. It serves to renew and revitalize business. Choose the most practical and effective ways to enhance learning; this may be to find better ways of executing tasks or a complete change in learning orientations. An example of the later would be to shift to an innovation orientation for developing new and creative products and services.

Growth and development happens as a result of a commitment to ongoing learning. The process of gaining knowledge and insight is dependent on curiosity and the desire to learn. Ongoing learning supports change and makes growth exciting and dynamic. Without learning, it is impossible to master change. The alternative is becoming stale and outdated. What will you choose?

Helen Tsotsos is an Adler Certified Professional Coach (ACPC), an entrepreneur, a certified trainer and leader. She has partnered 20 years of success as a day spa owner with her Business Coaching practice to serve the industry she knows and loves. Helen understands the needs and challenges of spa professionals and uses her practical wisdom, experience and education to motivate and inspire her clients through change and growth. She has worked with business leaders, managers and executives to support and enhance personal and professional success through powerful visioning, creative strategies and effective action plans.For more information on individual and group coaching, customized training programs and workshops, please contact Helen Tsotsos at (416) 466-1541 or email at This e-mail address is being protected from spambots. You need JavaScript enabled to view it or visit www.successdynamics.ca.

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