How to transform an enterprise into a learning organisation

Using Demings System of Profound Knowledge and the EFQM Excellence Model as a model, depict how you would transform your endeavor into a learning organisation


Organizations seem to hold a batch in common with beings. Organisms are alive and a assortment of maps take topographic point on them. Metaphorically the same happens to organizations excessively. One of the most of import maps is to believe. Without believing beings would n’t hold developed the civilization of our yearss. Similarly organisations have to believe in order to be developed. They are non simple mechanisms. Critical thought and creativeness are necessary to organisations of our twenty-four hours. ( Yeo, 2005 )

Developing the doctrine of Learning Organizations ( LO ) is of major importance for the sustainability of the organisations. Rebelo and Gomez ( 2008 ) support that LO has the necessary flexibleness to confront the external environment and adapt to its alterations. Furthermore, in our yearss, which can depict as economically unstable, the external environment can be described from uninterrupted alterations and the lone manner to follow them is to larn fast and accommodate to the alterations. Thus the “ competition game ” is played on how fast you can larn. This is to state the faster you learn the more opportunities you have to derive competitory advantage and prosper ( Mackay, 2007, p.155 ) . Organizations can accomplish that by stressing on their people ‘s cognition. It is people who learn and continually bettering themselves in order to work out organisation ‘s jobs. This has as a consequence for the system to larn excessively. This will offer and keep a competitory advantage in order to last under the inauspicious external conditions. ( Hussain, 2000, p.144 ; Weldy, 2009 ) .

The inquiry of that paper is how we can make a LO by utilizing the System of Profound Knowledge ( SoPK ) and the EFQM theoretical account as models. This work will be developed in three chief parts.

First, LO will be defined and some of its major features will be presented. In order to make something you have to cognize it foremost. So it is important to understand what a LO is, what is its attitudes and how it operates. This will be the aim of the first portion.

In the 2nd portion, it will be briefly presented some theories for making LO and the most appropriate will be chosen.

The last measure is to analyse how SoPK and EFQM theoretical account can help in the transmutation of an organisation. This will be the aim of the last portion of this work.

At the terminal, there will be a decision – treatment in which the findings will be summarized. There will be developed some tax write-offs and ideas that will come up after that work. In add-on there will be a mention to the hereafter surveies refering LO.

The mentions for the LO are limitless. A batch of work has already been produced in that country. This is non needfully an advantage. Though it is easy to happen beginnings for the research in the field of LO, the assortment of theories and the deficiency of consistence can make confusion to the research worker. This was the chief restriction of that work. A batch of writers had developed different models and thoughts towards nearing the construct of LO ( Garavan, 1997 ; Ortenblad, 2004 ) , which made this paper ‘s flow of thought hard.

Despite the restrictions, the attempt of that paper is to give a consistent flow on how to transform an organisations into a LO utilizing the SoPK and EFQM theoretical account.

Definition of the Learning Organization

The first measure of that research paper is to specify and understand the rules and the doctrine that regulate LO. Below a tabular array with some definitions of assorted writers is depicted.



“ LO is the 1 that has every bit chief intents it the enlargement of cognition – non cognition of its ain interest, but knowledge that comes to shack at the nucleus of what it means to be productive ”

( Zuboff, 1988, cited in McAdam, . 1998 )

“ An organisation that is continually spread outing its capacity to make its hereafter ”

( Senge, 1990, p14 )

“ Making an environment where behavior and patterns involved in uninterrupted development are actively encouraged ”

( Mumford, 1993, p.77 )

“ A acquisition company is an organisation that facilitates the acquisition of all its members and continuously transforms itself ”

( Pedler, Burgoyne and Boydell, 1997, p. 1 )

“ The LO is the applied country of organisational acquisition ”

( Easterby-Smith, 1997, cited in McAdam,1998 )

“ Learning organisation is an organisation that has an enhanced capacity to larn, adapt and alteration. It is an organisation in which acquisition procedures are analyzed, monitored, developed, managed and aligned with betterment and invention ends ”

( Gephart, Marsick, Van Buren and Spiro as cited in Beamish, 2008, p. 68 )

“ The learning organisation can be defined as one in which everyone is engaged in placing and work outing jobs, enabling the organisation to continuously experiment, alteration, and better, therefore increasing its capacity to turn, learn and accomplish its intent ”

( Daft and Marcic, 2009, p. 26 )

Table 1. Definitions of Learning Organization

It is evident that there is a confusion sing the definition of the LO ( Ortenblad, 2004: Yeo, 2005 ) . Despite this vague we can spot some similarities. If we try to unite the old definitions and produce an aggregative one, we can declare that:

The LO is the 1 that through a procedure of endless acquisition and by actuating its members to get cognition and implement it in order to work out its jobs, seeks to accomplish its ends, be productive, innovate and continually transform and better itself so that it can make its hereafter.

Five subjects of a LO

Despite the fact that the thought of LO has initiated from the 60s, the first who widely introduced the LO is Peter Senge in 1990. His theory was the base for posterior theories ( Yeo, 2005 ) .

Senge ‘s definition of LO has already been recorded. Senge supports that people in an organisation self orient themselves and their actions with the purpose of making cognition. Organizations should ease this potency of their people and work it. They must give all the necessary agencies so that the larning procedure can be eternal and holistic, and have the character of uninterrupted betterment. In that manner they will derive competitory advantage ( Senge, 1990, p.3 ) .

This is how Senge describes LO. In order to give a model in his description he developed the five subjects to introduce LO. These constituents must be features of an organisation ‘s outlook in order to be a LO.

Systems Thinking

In every system there are bounds which link the constituents. In the same manner concerns and people can make a system. Peoples within a LO must understand that they belong to a system and that their actions affect everything in it ( Senge, 1990, p.6 ) .

Personal Command

It concerns the development of the person. Peoples should continually better their egos. They should non merely develop working accomplishments but besides change their internal universe. Principles and virtuousnesss are important for that. An cognizant and self-oriented individual can lend to the organisation ‘s purpose. Organizations should help this person ‘s attempt toward self-actualization. In that manner a intellectual contract between organisation and single can be achieved for common acquisition ( Senge, 1990, p.7 ) .

Mental Models

Mental Models are images of our subconscious about how we perceive the universe. This assumes shockable people who afraid of alteration. Knowledge aid people be more open-mind. In a LO people should expose these positions so that, through duologue and statements, they can alter ( Senge, 1990, p.8 ) .

Building Share vision

Vision, ends and purposes are necessary for a concern ‘s sustainability. Shared vision unites people. Dedication to an organisation ‘s vision can be achieved merely if that vision is a portion of person ‘s personal vision. Organizations should make a household environment where each member achieves its personal vision through the common one ( Senge, 1990, p.9 ) .

Team Learning

Synergy is a characteristic of good squads. By uniting two thoughts there can be a better 1. Individual should larn through their engagement in squads. This can develop their ability of larning. Peoples must work all the advantages of the duologue and through interactions produce thoughts that the single alone is non able to believe of ( Senge, 1990, p.9 ) .

The 5 subjects are wholly interconnected. This infuse a dynamic construct under which larning taking topographic point in a LO. Knowledge is quickly developed so the acquisition procedure should continually be improved. Furthermore, people in a LO are non adhered in causalities. They are ready to alter but without diverging from organisations aim ( Senge, 1990, p.12 ) .

Transformation Models

Types of transmutation theoretical accounts

Reviewing the literature we see that different writers perceive otherwise the transmutation into LO.

Ketelnohn in 1994 uses the accomplishments of Toyota and Benetton in order to develop a theory of transmutation. He perceived the LO as the organisation in which two chief associate cringles are taking topographic point learn from Action and learn from Analysis ( Ketelnohn, 1994 ) .

Other theories supported that larning in an organisation is taking topographic point in different degrees ( Keep and Rainbird, 2000, p. 175 ) . Philips ( 1999, p.238 ) supports that larning in an organisation taking topographic point in four degrees ; person, squad, organisation and Global. He developed a procedure for making LO:

Figure 1. The transmutation stairss ( Philips, 1999 )

James ( 2003 ) believes that the transmutation is more complex than merely developing actions or follow stairss of a procedure. For that ground she develops a complex theoretical account based on a web of rules.

Figure 2 The LO web ( adapted by James, 2003 )

Furthermore, James ( 2003 ) supports that this LO web is non plenty for transmutation. There is the demand of a model that will take an organisation to transmutation. It called that the DNA- the 4 Bs.




Every Person in the organisation can be a cognition worker

Every cognition worker is valued in LO

Everyone is a instructor and a scholar


Learning organisations balance development and geographic expedition acquisition

Learning organisations manage corporate acquisition across the organisation


Employees are empowered to do determinations to experiment and to continuously better the organisation

Learning organisations manage the connexions and non merely the constituents of the web

Leaderships teach others how to do cardinal determinations so that power can be dispersed


LO minimize organisational boundaries

LO minimise boundaries between the external environment and the house

Table 2. The 4 Bs of a LO ( James, 2003 )

While her attack seem to be more accurate there is a job of trust in her work due to the deficiency of referencing.

Arguments and determination devising

In that phase there was no purpose to carry on a comprehensive reappraisal in the transmutation theoretical accounts. The ground why these theoretical accounts were presented was to demo that, as James ( 2003 ) provinces, there are attacks that focus on actions or procedures and attacks, like hers, which are holistic models.




Ketelnohn, ( 1994 )

Action attack

Actions must be developed

Philips ( 1999, p.238 )

Procedure attack

Stairss of a procedure must be followed

James ( 2003 )

Holistic theoretical account attack

Holistic model with interactions between the constituents

Table 3. Different attacks of Developing LO

At this research we will concentrate on the 3rd type of theoretical accounts. The ground is that both EFQM and particularly SoPK can non be narrowed in simple actions or procedures. They need a philosophical model to run.

The theoretical account that was chosen for that research is the Senge ‘s theoretical account ( Senge, Ross, Bryan, Roberts and Kleiner, 1994, p. 15 ) . Apart from the fact that Senge is perceived as the male parent of LO ( Dumaine, 1994 ) , which infuses dependability to this attack, there were more grounds for taking his theoretical account. The standards that were used for that determination and the advantages of Senge ‘s theoretical account are presented in the tabular array below:



Cogency of the work

It is based on the five subjects. This is a beginning of dependability

Relation with Excellence ( SoPK / EFQM )

A batch of the times he gives illustrations based on TQM patterns. Besides, a batch of times he refers to Dr. W.Edward Deming

Philosophic Depth

It is non merely a procedure but Senge gives a philosophical position to the transmutation

Connection with existent universe – economic system

It is non merely an academic theory but it is linked with existent economic system. ( Senge gives a several illustration either from which a theory has been derived or where a theory has been implemented )

Table 3. Standards and Advantages of Senge theoretical account ( Critical Thinking )

Transformation theoretical account: Thinking Strategically about constructing a Learning organisation

General description of the theoretical account

Senge ‘s theoretical account consists of four degrees as it is depicted in figure 3. Senge has realized that the five subjects was non plenty to transform an organisation ( Senge et. al. , p.21 ) . The demand of a theoretical account in which the subjects can run was evident.

Implicate ( Generative ) Order

Attitudes and Beliefs

Awareness and esthesias

Sphere of digesting alteration

( Deep acquisition rhythm )

Skills and Capabilities

Steering Ideas

Sphere of action ( organisation infustructure )

Invention in substructure

Theory Methods and Tools


Figure 3. Senge Model for transforming an Organization into a LO ( Senge, et. al. , 1994, p. 45 ) .

The deep acquisition rhythm concerns chiefly the person ‘s uninterrupted larning procedure. While alterations in the rhythm are hard to go on, when they do they are deep and bearable. In contrast in the organisations architecture, which is the base where the acquisition rhythm is taking topographic point, alterations are go oning all the clip. The interrelatedness between them is strong. The three constituents of the organisation ‘s architecture are what we can modulate and develop in order to ease the learning rhythm to whirl. On the other manus people that have developed their learning abilities can make better organisational architectures ( Senge, et. al. , 1994, p. 41 ) .

The consequences are what judging the concern operation. Changing into LO should be good. The job harmonizing to Senge is when and how to mensurate the consequences. These jobs emerge because the LO have long term consequences so it is nonmeaningful to mensurate in short term period. In add-on these consequences are qualitative which are hard to be exactly measured ( Senge, et. al. , 1994, p. 46 ) .

The last portion is the implicate order. This is the most intangible portion and it is non seeable. The implicate order is a impression where “ everything is enfolded into everything ” ( Bohm, 1903, as cited in Senge et. al. , 1994, p. 47 ) . Senge combines that with the impression “ This is the true joy in life, [ to be ] used for a purpose recognized by yourself as a mighty oneaˆ¦.. [ to be ] a force of nature ” ( Shaw, 1903, as cited in Senge et. al. , p. 47 ) in order to associate the implicate order with the deep Learning rhythm.

While the description of the theoretical account is in general phase we discern some analogies between the transmutation theoretical account and the models. As we can see from the figure of the transmutation theoretical account every constituent operates in dependance with the other. Is like a concatenation. This chief rules of systemic attack and mutuality are taking topographic point in the EFQM theoretical account ( EFQM booklet, 2010, p.9 ) and SoPK every bit good ( Deming, 1994, p. 93 ) .

The following measure is to travel through that 4 degrees and analyse how EFQM and SoPK will accomplish the transmutation.

Implicate order

Senge states the implicate order is non something touchable. It is non something that can be regulated. It is a philosophical model that pre-exists and will be explored through clip. An unseeable power that regulates everything. ( Senge, et. al. , 1994, p. 46 ) .

This is what Deming calls “ Profound Knowledge ” . The four constituents can non be developed because they pre-exist. They will modulate the whole system of a LO. The person in a LO should understand them and run harmonizing them ( Deming, 1994, p. 93 ) .

The kernel of the Learning organisation

Senge liken the LO with a great squad. He believes that within that great teams the members ever learn and alteration. The flow of the alteration is depicted on the rhythm of figure 3. This rhythm use the five subjects that were described antecedently in order to run. What happens in that phase is that the person at the get downing self-orients itself and develops the virtuousness of originative and brooding communicating. Besides, it starts to see itself as a portion of the whole. Then it realizes the whole and develops consciousness and esthesia for the system. It realizes that everything interacts with the system. All those consequence at alterations into attitudes and beliefs where the person assimilates new cognition ( Senge, et. al. , 1994, p. 17 ) .

As we said the five subjects are the fuel for the engine of that rhythm. So it is really of import to analyse how we can develop this 5 subjects be utilizing the two models.

First it is indispensable to give a general philosophical model. It seems that this phase what Deming describes as “ Knowledge is built on theory ” is taking topographic point. The single operates in a certain manner harmonizing to its theory. The alteration starts when its theory is doubted. Then the single revises its theory and operates harmonizing the new 1. The following alteration will come when the following uncertainty emerges. This is a uninterrupted betterment rhythm. Senge deliberate uses a rhythm for that phase to demo that uninterrupted flow ( Senge, et. al. , 1994, p. 42 ) . Apparently one factor that causes uncertainties is that the environment alterations and the current theories are unequal ( Deming, 1994, p. 102 ) . Another factor is interactions within the squad. Senge supports that every squad starts as a group of persons. During the creative activity of the squad people interact and that has as a consequence to larn ( Senge, et. al. , 1994, p. 18 ) . So people must pass on within the organisation in order to develop their cognition ( EFQM booklet, 2010, p.13 ) .

System believing

The single must recognize that its actions affect and are affected by a system. The single operates for accomplishing the best possible non for itself but for the system. This may take in loss for the person but will take in optimisation for the system ( Deming, 1994, p. 96 ) .

The inquiry here is how this duty to the system is achieved. Apparently, there is the demand of intrinsic motive. Persons must “ love ” their occupations. Directors must halt thought that extrinsic awards provide motive. Alternatively they must listen to their people, understand what they truly need and offer it for accomplishing intrinsic motive ( Deming, 1994, p. 110 ) . Changing the nature of the wagess is of major importance. Awards must be given non merely for productiveness ends but besides for duty and the enterprises that the single takes on ( Marsick and Watkins, 1999, p. 106 ) . In add-on wagess must hold as an purpose the sustainable engagement and committedness of people towards the organisations and non merely the impermanent satisfaction. Furthermore, actions towards the environment and society must be rewarded. Peoples in that manner go open-minded and believe that their work contributes in the wider society ( EFQM booklet, 2010, p.13 ) . These will associate people with the organisation. Besides a household environment will be created where everyone understands their duties towards the system and its interaction with the others excessively.

Personal Command

Peoples should ever larn. Organization allow people to run so they can larn through work. The self appraisal doctrine is important in that phase. Besides developing Sessionss where corporate acquisition taking topographic point are of import. Organizations ‘ duty is to supply anything necessary so that people can develop theis sklills and contribute in full to the organisation ‘s mission. This can include concrete and religious commissariats as good. This must hold a sustainable position where uninterrupted acquisition will be taking topographic point ( EFQM booklet, 2010, p.13 ) .

Mental theoretical accounts

The person must develop four major assets. It must put an illustration. The illustration will be comparative with the position that the person has for the universe. It has to be a good hearer and ready to interrupt consolidate sentiment. It must ever learn the others and assist the others overcome compulsions from the yesteryear. In that manner it will extinguish barriers that keep him lodge in disused perceptual experiences. These will assist the person to pass on efficaciously and broaden its skylines. The consequence will be to interrupt its mental theoretical accounts. ( Deming, 1994, p. 93 ) .

Shared Vision

There is no system without common purpose. Every constituent of the system must lend to that purpose ( Deming, 1994, p. 95 ) . Peoples must be aligned with the vision of the organisation. It is the leader that will make and pass on the vision of the organisation. But the vision is non an 1s adult male determination. The leader takes into consideration the single vision and develops what EFQM calls shared leading civilization. Then he creates a portion vision and coordinates everyone towards it. The vision should be flexible so that it can alter because the single continually learns and revisions sentiments ( EFQM booklet, 2010, p.10 ) .

Team Learning

Peoples in the organisation must pass on in order to portion sentiment and develop their theories. It is organisation ‘s duty to supply every possible mean that will help people to pass on. In add-on organisations must promote communicating and interrupt the isolation of the person. The organisation must give a usher to the people ‘s duologues. Of class this does n’t intend that enforce the topic of the communications but that leads people by supplying an purpose. Corporate cognition refering the organisation ‘s jobs and potencies can be developed ( EFQM booklet, 2010, p.13 ) .

The architecture of the Learning Organization

While the deep acquisition rhythm is critical for larning, it is non plenty. There must be a field in which all that will be taking topographic point. A field that will advance this rhythm. This field consists of three constituents Steering Ideas, Theory Methods and Tools, and Innovation in substructure ( Senge, et. al. , 1994, p. 21 ) .

Steering Ideas

Steering thoughts describe the mission, the values and the intent of the organisation. They lead people and give hope and motive for the hereafter. Harmonizing to Senge there are two major features for them, the philosophical deepness and the potency for evolvement. This is to state that they are non simple counsel statements but develop an unseeable passion for the people and transform them into religion employees towards the system ‘s purpose. Experiences and interactions create new perceptual experiences for the Guiding thoughts which ever lead to a deeper philosophical deepness ( Senge, et. al. , 1994, p. 23 )

Senge compares the quality motion in US and Japan. He states that what was losing in US was the steering thoughts in order to whirl the deep acquisition rhythm ( Deming, 1994 as cited in Senge, et. al. , 1993, p.37 ) All of them derive from the SoPK:

“ consistence to the intent ” ( grasp for a system )

“ Understand the nature of fluctuation ”

“ intrinsic motive ” ( Psychology )

As we already said the constituents of SoPK pre-exist ( Implicate order ) . In that level the organisation advance its thoughts so that people can recognize them and run harmonizing them.

Theory, Methods and Tools

Senge supports that the five subjects are the theory which underpin some tools and methods associated with them. What truly happens here is that tools must supported by theories and theories must back up tools. Tools put into pattern theories which are tested and revised while theories create or better tools. It is a uninterrupted rhythm. Working in that tools you develop theories which spin the deep acquisition rhythm which was described above ( Senge, et. al. , 1994, p. 28 ) . We already have developed methods for developing the five subjects. Now we will look in some tools that complete this trilogy.

Technology and utile managing of resources can supply great support in that phase. Technology should ease the attempts of the organisation and its people. Technology must back up creativeness and invention. In that manner people will better their capablenesss ( Personal Mastery ) . Technology must do easier the interaction between people particularly when it is hard. This will hold as a consequence communicating of the people and creative activity of new cognition ( Team Learning ) . In add-on, engineering should help in conveyance of information and cognition within the organisation in order to be available to everyone. Peoples will be cognizant of what go oning within their organisation and how their actions affect or be affected by the others ( System believing – Mental theoretical accounts ) . Furthermore engineering must place chances and through that to happen new ways in making things. All that information in combination with the sharing of cognition must be accessible into the leader in order to do right determination devising. In that manner the leader takes into consideration everything that happens in the organisation and establishes the vision ( Share vision ) ( EFQM booklet, 2010, p.14 ) .

To demo their interaction between theories and tools Senge puts the inquiry if tools without theories are plenty even if they are successful ( Senge, et. al. , 1994, p. 30 ) . They may hold positive consequences but they will be inactive. There is about no possibility for betterment if you do non hold a theory. For illustration if an organisation has the best IT service which portion information everyplace ( Tool ) face a job what must make? If it focus on the tool and alteration it the consequences will be likely the same. The organisation must understand how this tool is used and what tries to accomplish ( theory ) . Then develops a inquiry and revises the theory or better the tool. In other words “ Without theory there is no Learning ” ( Deming, 1994, p. 103 ) .

Inventions in Infrastructure

Infrastructure of the organisation must ease acquisition. Ortenblad supports that in organisations a learning construction must be developed. This leads to flexible organisations. In that sort of organisations the construction must be level and decentralized ( Ortenblad, 2004 ; Philips, 1999, p.253 ) . This means to travel from a perpendicular type organisation to a horizontal 1. Deming has developed the diagram in figure 5 in order to demo the flow of a horizontal organisation. Apart from the flow the diagram depict the connexion of the organisation with its stakeholders and how everything are coordinated in order to present the necessary consequences to the client ( Deming, 1984, p. 4 ) . These types of systems need a different direction attack which is called “ Managing by Process ” . This systems are process oriented. Procedures in that types of organisations are categorized managed and measured ( EFQM booklet, 2010, p. 6 ) .

Figure 5. Flow Diagram ( Deming, 1984, p. 4 )

Senge supports that organisations must be after as acquisition ( Senge, et. al. , 1994, p. 33 ) . Planing requires information from the external environment. As it is evident in the figure, a procedure based organisation is affected by its stakeholders. If it establishes good relationship with them and develop common regard there is a great possibility to hold a nexus with the external environment that will supply flush information necessary for its programs. In that manner it learns of import information for the external environment. Leaders play an of import function here because the negotiate with stakeholders and convey the consequences of these dialogues into the organisation. ( EFQM booklet, 2010, p. 12 ) .

Knoweledge that is externally acquired is conveyed in the organisation. This type of construction facilitates larning because it promotes the five subjects. There is mutuality ( system believing ) , knowledge easy conveyed because there are no barriers between the sections so communicating is taking topographic point and cognition is developed ( mental theoretical accounts, personal command, shared vision, squad acquisition ) .

Technology once more plays an of import function. IT services that will convey informations and cognition are of major importance. In a procedure based organisation information must convey through the procedures ( EFQM booklet, 2010, p. 14 ) .

The unity of the architecture

Each of the three parts of the pyramid are of same importance. Every constituent complete sthe other in the journey of transmutation ( Senge, et. al. , 1994, p. 36 ) . It is the steering thoughts that will be transmitted through the advanced construction and will take the theories, methods and tools to their end.


From the figure of the theoretical account we can see that the consequences are dynamically linked with the organisation ‘s substructure. The same happens at the EFQM where the consequences are non merely the result of the enablers but provide feedback at them. Senge describes two jobs with the consequences as presented above ( where and how to mensurate ) . Operating harmonizing to EFQM the consequences that are measured are non merely quantitative but besides qualitative. EFQM takes into consideration the “ Perceptions ” of clients, society and people for the organisation ‘s consequences ( EFQM booklet, 2010 ) .

Equally far as the job of when to mensurate consequences is concerned, it does n’t be in an organisation that operates under the rules of the SoPK. This is why Numberss derived from measurings have “ no true value ” . If we change the intent of measuring so the Numberss change. So whenever the measurings take topographic point the Numberss are meaningless because the theory that underpins behind them is taken into consideration. This is to state we look in a more complete model what Numberss tell us ( Deming, 1994, p. 101 ) .


The inquiry of that paper drove us through a journey of sub inquiries. Can we make LO? Are they of import in our society? How do we make them? Are EFQM and SOPK plenty for accomplishing it?

It is evident that this chief inquiry combines two important facets of organisations ‘ life. On the one manus there is the learning ability and on the other manus two chief representatives of Excellence direction theory, SoPK and EFQM. Can these two be combined? All these inquiries are challenges for everyone readers, enterprisers and faculty members.

This paper described how execution of the EFQM and SOPK can take to the creative activity of a LO. Senge ‘s theoretical account seems to be rather complete. It absolutely combines a philosophical model with concrete tools. The lone drawback that seems to hold has is that it focuses on internal alterations and ignores relationships with stakeholders and how we can larn from that.

SoPK and EFQM are more than plenty to carry through this tranformation. There were adequate standards, chiefly the 1s that mentioning to external partnerships, that were non used. From that we can presume that by utilizing all the potencies of the EFQM a measure further can be achieved. There was a sense of that in the portion of the “ inventions in substructure ” where the EFQM promoted interaction with stakeholders. In add-on it was interesting plenty that the two models can be used in first-class cooperation. It was a batch of times that the one model completed the other. ( I.e deep larning rhythm, consequences ) . It can be stated that SoPK is a philosophical model while EFQM is more concrete.

Last, we saw that there is fluctuation in the attacks for making a LO. On the one manus fluctuation can give more options and flexibleness on the other manus produces deficiency of flow and consistence. The consequence is to do hard the creative activity of a work in that country. The reader must understand what is utile and what must be neglected. Harmonizing to this analysis transmutation into a LO needs a more philosophical deepness and can non be based on simple procedures or actions.

The hereafter of the surveies seems to be really interesting. Griefs ( 2008 ) urges that LO can non understand their ain restrictions. He gives Siemens as illustration to demo that there are organisations that are LO but they operate unethically. So for who ‘s involvement LO operate for? Is that a ground to abandon LO theory? Rowel and Gibbs ( 2008 ) believe that we have to widen the LO construct and base on balls to the wise organisations. This means that the organisation non merely larn but besides act ethically so that they will present the necessary consequences to the stakeholders. While this two documents seem to be contradictory, both of them reveal the drawbacks of the LO. As we saw there is small interaction of the LO with its external environment.

Future probes should concentrate on how we can spread out the boundary lines of System believing outside of the organisation. Probably the farther potencies of EFQM ( i.e. standards mentioning to the interaction with stakeholders ) and the philosophical model of SoPK could be utile for that betterment. Who knows by continually spread outing the boundary lines of System believing, we may make a Learning World.


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