The need for Generative Learning within Organisations

One of the most important aspects of building a learning organisation is understanding the difference between adaptive learning and generative learning.

Adaptive learning is the process of adapting to a changing environment by learning from past experiences. It involves improving existing skills and knowledge to meet current challenges. Adaptive learning is reactive and essential for survival in a constantly changing business environment, but it alone is not enough to drive long-term success.

Generative learning, on the other hand, is about creating new knowledge and skills to shape the future. It involves challenging existing assumptions, thinking creatively and innovatively and taking risks. Generative learning is essential for driving growth and creating a competitive advantage in complex environments.

While adaptive learning is important, it is not enough to build an organisation that can thrive in the long term. Leaders must recognise this and focus on creating an environment that encourages generative learning. This means creating a culture that values experimentation, rewards risk-taking, and encourages people to challenge existing assumptions (even their own) and think creatively.

To build a learning organisation that is capable of both adaptive and generative learning, leaders must first create an environment of psychological safety (by being vulnerable in their own failures). Teams must feel safe to take risks and make mistakes without fear of retribution. This means creating a culture of open communication, where feedback is encouraged and documented because it is valued.

For this, leaders must also be willing to lead by example. They must model the behaviour they want to see in their team by taking risks, experimenting, and most of all - challenging their own existing assumptions - frequently and rigorously. This sends a clear message to teams that generative learning is valued and encouraged.

Ultimately, building a learning organisation requires a focus on both adaptive and generative learning. By modelling the behaviour leaders  want to see, and providing teams with the systems they need to learn and grow, leaders can create a culture that values learning and innovation. 

Footnote: The concepts of adaptive learning and generative learning are credited to Peter Senge and Chris Argyris. Senge, a senior lecturer at the Massachusetts Institute of Technology, is widely recognized as a leading expert in organisational development and systems thinking. Argyris was an American business theorist and Professor Emeritus at Harvard Business School, known for his work on organisational learning and action science. Together, their work has contributed significantly to the development of the learning organisation concept and has helped organisations around the world improve their performance and effectiveness.