TY  - JOUR
AB  - 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.
VL  - 15
IS  - 6
SN  - 1366-5626
DO  - 10.1108/13665620310488575
UR  - https://doi.org/10.1108/13665620310488575
AU  - Betts Jan
AU  - Holden Rick
PY  - 2003
Y1  - 2003/01/01
TI  - Organisational learning in a public sector organisation: a case study in muddled thinking
T2  - Journal of Workplace Learning
PB  - MCB UP Ltd
SP  - 280
EP  - 287
Y2  - 2024/04/19
ER  -