Organisational learning in a public sector organisation: a case study in muddled thinking

Abstract

Organisational learning practice within the public sector is relatively under researched. This paper draws on case study data from a local authority committed to the creation of a “learning organisation” culture; data generated through the evaluation of two programmes implemented as part of this strategic objective. The article contends that tensions between the need to deliver specific improvements in the organisation and the desire to encourage creative innovation led to an uncertainty surrounding the most appropriate model of learning to pursue the broader goal. Both programmes exposed tensions between opportunities for individual growth and traditional values which constrained that growth beyond the individual. The article concludes that for organisational learning in the public sector to be effective it must be collective, processual and above all cognisant of organisational power patterns.

Citation

Betts, J. and Holden, R. (2003), "Organisational learning in a public sector organisation: a case study in muddled thinking", Journal of Workplace Learning, Vol. 15 No. 6, pp. 280-287. https://doi.org/10.1108/13665620310488575