Search results

It has become generally accepted that “people and not capital add the competitive edge” (The Sunday Times, 17 November 1996). This belief is often put into practice through the use of frameworks of organisational learning and the concept of the learning organisation. These are invariably packaged as initiatives which promise competitive advantage through people. Within this context the paper considers the rhetoric associated with the learning organisation and other frameworks of organisational learning. The research confirms the hypothesis that reliance on rhetoric alone can be dangerous and costly and identifies the problems associated with this approach. The paper recommends a solution which is embodied in the Molecular Development Model together with the “Learning” checklist. Together they enable organisations to become more effective in transforming themselves into learning organisations as well as providing a theoretical and conceptual tool useful in the education and development of managers.