Chapter 16 Organizational Learning and Enterprise "Self-Evolution"

If we compare a business organization composed of many people with a "person", it has enormous mental and material resources.However, it is a complete monster of low intelligence and inefficiency.The middle and low-level employees of the enterprise are directly exposed to various information of the market and the environment. We regard them as the sensory organs and limbs. The middle and high-level employees usually make decisions, so we regard them as the brain.Then, the sensory organs, information transmission system, limbs, and brain of the enterprise are almost disconnected, and the information transmission and coordination between them is extremely low in breadth and efficiency.For example, when a front-line salesperson encounters great difficulties and pains in sales work, the vice president of marketing at the headquarters does not feel any pain.Because these "pain feelings" that may hide a huge threat to the company cannot be quickly transmitted to the vice president, he is still busy formulating some sales management strategies that do not make much sense.Conversely, a strategy cannot be quickly and effectively delivered to the "limbs" of the enterprise for execution.

The question now is how to transform a "mechanical" business organization into an efficient and coordinated living body like a "human"?That is "organizational learning"! "Organizational learning" can "activate" a "mechanical" organization into an organization with life characteristics.In other words, "organizational learning" is the only way to transform a commercial organization from a "mechanical" organization into a "living body" organization. Now, let us take a look at the following story together to understand how "organizational learning" enables all parts of an enterprise to coordinate and cooperate in the same direction, and to "evolve" like a living body, and then become flexible.

CQ Company is an enterprise in Shanghai that specializes in foreign trade business, and mainly undertakes domestic processing of orders for European and American clothing and cosmetics.The company was established in 2000, and its business has increased by 30-50% every year. By the end of 2003, the company's business volume reached 30 million US dollars. In the first three years, CQ Company was completely in a virtuous cycle stage: due to the small scale of the company, there were only a dozen employees, and everyone was very united, communicated smoothly, and were full of energy.Soon they rose to prominence in the industry, and their business volume doubled every year.The excitement of success makes their work better and better.In the same industry, CQ company is synonymous with quality, innovation, timely delivery and first-class customer service, so they won more customers and developed from Europe to North America.At home, it has also won the favor of more suppliers.

Immediately afterwards, rapid growth became the main theme of CQ Company and the most important task of the company.As a result, the company has become very opportunistic - the market policy is "never let go of any order."With the rapid expansion of CQ, the number of CQ employees has also doubled in a short period of time, from a dozen to more than 70 people, and most of them come from some other large companies engaged in foreign trade business. Very talented and generally of high quality.As a result, only a few employees have experienced the friendship, unity, cooperation and success of the early revolutionary comrades.New employees come to CQ with their expectations and experience in previous jobs.

As the company is getting more and more busy doing business, the company has little time and energy to spend on strategic planning, and there is little time to develop the improvement of "organizational capabilities".The time spent on employee career development is getting less and less, and the general voice is that "if you come to work, you will be used." However, personnel promotion is very fast.Some founders who are very loyal to the company, although they lack management experience, are constantly promoted as rewards, and the management system of the entire company is seriously lagging behind.As a result, "employee satisfaction" is low, and the turnover rate is higher than the industry average, reaching nearly 40%.

As the market continues to expand, customer requirements become more specific.It is becoming increasingly difficult for companies to process high-volume orders from customers.The ever-increasing customer orders have seriously affected the ability of CQ's suppliers.When business problems continue to arise, the company's organizational behavior model is "firefighting".The "emergencies" that constantly appear in the business process make the existing business procedures impossible to execute. Everyone is "fighting the fire", and there will always be endless fires. . During the "firefighting" process, each functional department independently focused on the performance of its own department, complained and quarreled with each other, the interpersonal relationship was bad every quarter, and the department's defense was serious.

In the end, product development cannot meet customer orders in time, product quality is affected, customer complaints and returns increase rapidly, and on-time delivery orders are less than 40%.Then there is a huge increase in additional costs.There are roughly two parts to the cost increase: financial cost and "hidden cost".Financial costs include customer returns or compensation and warehousing costs caused by quality problems; delivery delays increase freight costs (slow to fast, fast to air, etc.); labor costs for employees working overtime, etc. The "hidden costs" are unexpected mistakes and low productivity caused by negative emotions caused by employees working under abnormal pressure. CQ company has changed from a company with a good reputation to a company that is not trusted. In the eyes of customers, it is a company with unreliable quality, poor delivery ability and serious bureaucracy.Even finding a supplier to work with can be tricky.Vendors say they would prefer to work with CQ's competitors.They complained that CQ Company often made unreasonable demands, did not pay on time, the organizational structure was chaotic, lack of planning and arrangements, and the whole company was in a mess.

When this first emerged, it looked like it would have little effect on CQ's business.However, from the beginning of 2004, the business showed a downward trend, and by the end of 2004, the business volume dropped to 16 million US dollars.At this time, everyone began to panic, and some senior employees even lost confidence in the company. The scenario we are going to describe took place one day in the second quarter of 2005, and over the next six months or so... On a Monday afternoon, an ordinary middle-level meeting was being held in the conference room of CQ Company.Managers from ten departments including Finance Department, Human Resources Department, Four Business Departments, Technology Department, Fabric Department, QA Department and Shipping Department participated.Usually such regular meetings are chaired by the company boss Ren Xiangfei.Today is also hosted by him.After reporting the progress of several recent orders, he looked around at the middle-level people present. Some of them were immersed in taking notes, some looked at the "distance" thoughtfully, and some fiddled with the pens in their hands. Neither said a word.Because they knew that the next step would be mutual blame and Ren Xiangfei's reprimand for the delay in the order.However, today seems to be different, Ren Xiangfei didn't grab a certain order to follow up like before.

"Everyone, I have a question to ask everyone today." Ren Xiangfei said.At the very beginning, everyone felt as if something different was about to happen, everyone moved slightly, and their eyes turned to Ren Xiangfei, waiting for him to continue, "Last Friday night, I attended a party and a friend He introduced me to a friend who is said to have a lot of research on management, everyone calls him Mr. Shen, and I asked him about the reasons for the business decline in our company in recent months." Many people are thinking: "What does the boss want to tell us? You don't know it yourself. How can outsiders know the reason?"

Ren Xiangfei continued: "Do you know that when I said that our business has dropped from 30 million to 16 million, he laughed. He smiled and asked whether our company has been in business for 3 years or 5 years. I am surprised, I Just ask him what he meant, and he said he guessed it." After speaking here, everyone's eyes began to focus on Ren Xiangfei's face, they saw that his expression was very relaxed, which was not like his character, usually he heard such a The response is usually angry.So everyone listened curiously to what he said. Ren Xiangfei continued, "He asked me instead, do you have any questions in your mind: Since employees want to earn more money, why are they not responsible? Why can't employees be more proactive? Why do employees always make the same mistakes? Why do employees Complaining instead of thinking about how to do a better job? Why can't we fill more orders? Why doesn't anyone come up with an idea to fix the problem? Why do employees say they're going to do something but don't deliver? Why don't they put in more effort at work? Why is the boss always very tired? Why is it always difficult for the various departments to coordinate?" Ren Xiangfei glanced at everyone, "To be honest, my heart was moved at the time. Because this is what I often complain about .Since it asks this way, then he probably knows the reason. So I said why? Everyone guess how he answered." Ren Xiangfei paused, watching everyone's expressions, where his eyes went, one by one Heads lowered quickly.Everyone was thinking in their hearts, "It turns out that we still have to start scolding."

"He didn't give me an answer at all." He said, "But he asked me to ask everyone what their wishes are in CQ and what is the most concerned issue at present. He said that only in this way can I solve these problems." "Today, I just want to use this meeting to discuss with you what issues you are most concerned about." silence.Everyone is not mentally prepared for such a question, and they don't know how to speak.In fact, even in usual times, there are only 2-3 speakers out of ten department managers.Let alone today's problems.So, Ren Xiangfei started to ask by name: "Manager Ma, what are you most concerned about at present?" Manager Ma is the manager of the first business department and a heavyweight in the company. The business volume of his department accounts for 40% of the company.He was also one of the few frequent speakers in the past, so Ren Xiangfei was the first to ask him. "What I am most concerned about is when the technical department and the fabric department can finish the work of my two orders and deliver them in time. They have been delayed for 3 weeks." Manager Lou has not provided the design drawing yet, I have no way to determine the width of the fabric, and you have not received confirmation from the customer for the fabric sample I sent you, how can I find a fabric supplier?" "Ah? You haven't confirmed the supplier yet?" Manager Ma's voice obviously increased. "How do I confirm? The current suppliers have to place a deposit for our CQ company to confirm. How can I confirm the supplier if the customer is not sure about the fabric style?" Manager Zhang responded. "Yes," said Manager Lou, a lady, "I have sent you the design drawing three times before and after, and I haven't received the final confirmation from the client, so I can't make a decision." "What, why didn't you bring it up when you signed the contract with the customer? Now that the time has been delayed, you complained to the customer instead. It is reasonable for the customer to modify it once or twice. Besides, the last modification opinion has been replied to your technical department a week ago. , you still can’t finish it, what’s the matter?” Manager Ma became anxious. "Our technical department is not dedicated to serving all of you. We also have orders from other business departments to process. We can't ignore other orders and be called by you." Just after Manager Lou finished speaking, Manager Zhang also Echoed: "We also have many other orders, and there is nothing we can do about it." At this time, Ren Xiangfei realized that the usual situation was about to happen again, so he interrupted their conversation in time. "Okay, today we won't discuss specific orders. Manager Lou, what are you most concerned about?" "What I am most concerned about is when will our tiring work end? We will still be complained by others." She blushed and said angrily.Ren Xiangfei remembered that Mr. Shen reminded that such discussions should jump out of specific events and focus on everyone's wishes.He wanted Manager Lou to calm down, so he turned to Manager Zhang and asked, "What about you, what are you most concerned about?"... The meeting did not focus on some specific orders as in the past, but under the guidance of Ren Xiangfei, they slowly talked about each other's inner thoughts.Because it has been a long time since there was such an opportunity to express our inner feelings and thoughts, everyone talked more and more happily, and the whole meeting will last until around 8:00 pm, and everyone has no intention of ending it. "I invite everyone to dinner, let's chat while eating." Ren Xiangfei suggested. After dinner, everyone went back to the meeting room, "Let's summarize the whole discussion." Ren Xiangfei remembered another reminder from Mr. Shen—the meeting should not be fruitless—and follow everyone's concerns according to the six logics Classification.So, Manager Lin from the shipping department stood up and helped everyone summarize their ideas on the whiteboard. ☆Operating result 1: from 30 million US dollars to 16 million US dollars; ☆Operating result 2: The cost is greatly increased. ☆Comment from customers: In the eyes of customers, CQ is a company with unreliable quality, poor delivery ability and serious bureaucracy. ☆Supplier Evaluation: They are more willing to cooperate with your competitors.They complain that CQ often makes unreasonable demands, does not pay on time, the organizational structure is chaotic, lack of planning, and the whole company is in a mess. ☆The entire company lacks clear goals and directions.Lack of planning, goals, and coordination between departments.Every department "sweeps the snow before itself". ☆The company's operation is obviously "arbitrary", and lacks a serious assessment of financial and institutional health.The whole organization seems to be just passively coping with "opportunities" and "crises". ☆Employees are not clear about the company's vision, mission and strategy.Most employees know nothing about the company's sales, profit margins, product quality, and customer satisfaction. ☆ Lack of overall information system development plan.Over the years, various departments have established their own independent information systems, and the existing information systems among different departments are not compatible. ☆ There is no unified communication and communication system.The upload and release content and the object ignore the mood of each manager.There is little to no communication between departments, and even regular meetings are useless.Company decisions and information are often disseminated through informal "gossip". ☆The efficiency of the project system is low, each department is independent, and there is a lack of overall planning and arrangement. ☆There is no evaluation system for quality and production process tracking.Decisions are often based on "best estimates" rather than actual information. ☆Although CQ has the highest salary and the best benefits in the same industry, the employee turnover rate is higher than the average level of the same industry! ☆CQ operates in crisis management mode.Companies are so busy with business that they seriously neglect the development of their employees and the organization. ☆Most CQ managers and supervisors are promoted from within the company, and they have almost no management experience.The criteria for rewards are employees' loyalty to the company and personal qualifications, rather than actual work ability.Those who survive the crisis are often promoted.The performance evaluation criteria for line managers are ambiguous. ☆ From the last week to the next 3-4 weeks of delivery of each order, the company operates in a supernormal (crisis) mode, so both the financial cost and the "hidden cost" are very high. ☆Decision-making lacks clear procedures.Decisions are centralized at senior management from formulation to approval.Company decisions are not made by relevant departments based on various reliable information and scientific procedures, but are made based on personal judgment and status in the company. ☆The very small number of people who take the initiative to innovate will not only not be rewarded, but may be looked down upon and ridiculed instead. ☆Due to the chaotic management of the company, the overload of employees, frequent crises and frequent changes in plans, the morale of the employees is very low and the interpersonal relationship is extremely tense. ☆There is fierce competition among departments and among members within departments. ☆Employees have no loyalty to CQ.Only when they compete with other departments do they feel which department they belong to. ☆The purpose of most people coming to work at CQ is for the salary and benefits and long-standing overtime pay.But still complaining. In the early hours of the next day, the discussion finally came to an end.That night, Ren Xiangfei tossed and turned unable to fall asleep.He didn't expect that Mr. Shen raised the question in his heart, but the managers saw a completely different question. The scene before the end of the meeting kept popping up in my head. Manager Cao of the Finance Department, who was always quiet, asked, "So, what should we do now?" Find the answer on your face. "Yeah, what should we do now?" Ren Xiangfei asked himself, but he didn't have an answer either. "Maybe you can ask Mr. Shen." The manager of the third business department said. "Okay, I'll call him tomorrow and ask." Ren Xiangfei said. The next day, Ren Xiangfei called Mr. Shen: "Hello, Mr. Shen, our company had a meeting yesterday. According to your suggestion, I asked the middle managers about their concerns. Guess how many questions they asked?" "How many questions are there?" "I never imagined that there are so many, dozens of them, 21 to be exact. Now I don't know what to do. Do you have any suggestions?" "Actually, you have already started a 'stakeholder information system'. This is a system for everyone to clarify the status quo - that is, to understand the views of various stakeholders on the company. Extend to the general staff, and extend outward to your customers and suppliers. Maybe the result makes you unhappy, embarrassed or nervous, but it can reflect a lot of truth that you didn't know before, which can be called bad advice. Now I want to confirm that you really Do you have the tolerance and willingness to change?" "Of course, please believe my sincerity. What should I do next?" "Well, next, I suggest evaluating CQ's original beliefs and establishing core values, leading everyone to find the focus of each other's wishes." "The focus of desire? What do you mean?" "Everyone's wishes may be different, but the existence of an organization must allow everyone to have a sense of direction. This direction comes from personal wishes and transcends personal wishes. Therefore, you have to lead everyone to find the focus of each other's wishes. This Common aspirations include everyone's future vision and reason for the existence of CQ. You can guide everyone to discuss four questions: "1. Who are we? "2. What do we do? "3. Who are we doing it for? "4. How do we do it?" "Can you tell me roughly how long it will take?" "I suggest that you can use the weekend to take everyone to find a quiet place to relax for 1-2 days to do this activity. I think you must have been overwhelmed by business for a long time, right? Just take advantage of this activity Let everyone relax." "Good idea, thank you, Teacher Shen." On Sunday afternoon, as soon as Ren Xiangfei returned home from a resort in the suburbs, he called Teacher Shen: "Mr. Shen, if it's convenient for you tomorrow, can you come to our company?" "What happened?" "Something happened! We organized everyone to a resort in the suburbs on Saturday. According to your suggestion, our managers painted a picture-the future of CQ. I never thought that the managers would be so passionate Mapping the future of CQ Corporation.” "Really? Great." "Everybody wants to know what we're going to do next. And everybody wants to meet you. Can you come?" "of course can." On Monday morning, Teacher Shen appeared in the CQ conference room on time, where the masterpiece of the weekend managers - CQ company's common vision was hung in the conference room.There are two other outcomes: 1. Established the core basic values ​​that everyone agrees on - complete customer satisfaction - the existence of the company is to continuously meet the needs of customers; the value of the existence of the department is to be needed by other departments and by the company as a whole; Need to realize self-worth. 2. Highlight four misconceptions popular within the company: ☆The expansion of the company comes first. ☆As long as the employees work tirelessly and hard, the company can cope with any challenge. ☆CQ provides excellent service, so customers and suppliers will naturally be very loyal to us and ignore some of our shortcomings. ☆CQ employees will overcome all difficulties, even sacrifice themselves to be loyal to CQ. Teacher Shen looked at these results and showed a satisfied smile. "We invited Mr. Shen here today, first to share the results of our weekend work, and then, to ask Mr. Shen to guide us on what we should do next." "First of all, congratulations to everyone who has clarified the sense of direction of CQ and the sense of belonging working in CQ. What we have to do now is actually very simple, that is, to achieve the picture you have drawn, what are you going to do? My suggestion is to start with From the problems you are concerned about, choose the one you most want to change, and then turn it into your goal and formulate an action plan.  …” In the next day, Mr. Shen led everyone to find the "goal of change" starting from the common desire and core values: *In 2005, the company's business rebounded to the level of 2004 *Delivery delay rate reduced from 62% to 30% * Staff turnover rate reduced from 40% to 15% They also reorganized the business process of the entire company: 1. Inquiry, quotation and sample development 2. Review the "verification price list" and sign the purchase and sale contract 3. Make order samples and prepare for mass production 4. Mass production and inspection 5. Transportation 6. Receipt settlement and profit and loss calculation Finally, through discussing the re-understanding of the business process, each department reached a consensus: To achieve the three change goals, each department has a relationship, because they are all interdependent.Improving the entire process becomes their focus. In the next three weeks, according to Teacher Shen's guidance, they confirmed the internal customers of the business process according to the principle of "total customer satisfaction", and clarified who is the customer and who is the provider in the entire value chain. The job of the company is to fully meet the requirements of internal customers, so that internal customers can add value to the value of the previous one until it is passed on to external customers.After the whole company has carried out this work, everyone's emotions began to become peaceful, the quarrels became less, and all kinds of spontaneous communication became more. In order to implement the three "change goals" into the action plan, Teacher Shen provided a "Win-Win Commitment Agreement" and "Target Action Plan".Departments agree on commitments to internal customers and the "change" commitments needed to make them happen.The business commitment letter is signed between departments, and the change commitment letter is signed between the department and the company.And decompose these two commitments into their respective "Target Action Plans"-including tracking and monitoring methods, self-assessment, and company-wide tracking and measurement-for execution. When all departments have formulated goals and action plans, the next step is the real action process.During the entire course of action, various departments encountered many problems. These problems largely stemmed from the lag in the development of CQ's "organizational ability". Ability Improvement" training plan to cooperate with the implementation of our "Change Plan".Managers, supervisors, and future managers participate in the program with their own "change goals".The focus is on the development of three "organizational abilities": (1), the organizational ability to cooperate with each other; (2), the organizational ability to share aspirations; (3), the organizational ability to see and deal with complex issues.All participants, including Ren Xiangfei, entered the training process with goals, and then immediately returned to the actual work to apply.At this time, Mr. Shen also brought a coaching team to cooperate with them and provide timely guidance on the application of these system tools. CQ The whole company began to use the same "thinking mode" to think; "language" to express; use the same "behavior mode" to act. After more than two months of repeated drills for the first item "Mutual Cooperation Organizational Capabilities", the company has made great improvements in communication. Mutual understanding is enhanced, and even when communication feels rough, they use "justification and inquiry" (tools for improving the mind) to discover objective data, minimize subjective guesswork, and practice using "creative language" " to improve the effectiveness of communication, and use reflection tools to review the areas that need to be improved in terms of communication language and behavior.When cross-departmental problems are encountered in the process of order processing, the responsible persons of relevant departments will also hold meetings in the form of "study groups" to communicate and coordinate solutions.Instead of blindly using the "leadership to solve the problem" or "cold war" approach.The feeling of all the trainees is that the current working atmosphere is much more relaxed than before.Ren Xiangfei said that there were fewer "office noises". The second "Organizational Ability of Common Desire" After nearly two months of training, each department can positively describe the ideal state of some complex problems after improvement, and work together to find solutions around the value of "full customer satisfaction".The feeling of employees/departments about regular meetings has changed from feeling "headache" every time to now actively asking for meetings and actively participating.In the break room and lunch, you can see or hear employees actively discussing and solving various business problems. The third training on "organizational ability to see and deal with complex problems" has practically formed a series of solutions to "persistent and difficult" problems in two months.Including the reduction or elimination of seven additional costs for CQ Company, due to the increase in on-time delivery of orders. The whole process lasted six months.Slowly, the CQ company began to be activated, smiles began to appear on people's faces, and more "study and work group" activities replaced the original random quarrels, "Let's communicate"; "What should we do? ""I understand what you mean, let's see how to reach an agreement?" and other languages ​​have become the fashionable language of CQ. The time has come to November 2005, and it's time to take stock.Another traditional regular meeting, held on time on Monday morning.The difference is that this time the host is not Ren Xiangfei, but the taciturn Manager Hong from the fourth business department. Manager Hong is a young lady. On such a late autumn morning, her voice sounds particularly pleasant: "Colleagues, today we specially invited Mr. Shen to our regular meeting." As soon as the words fell, there was warm applause. "We want to share with Mr. Shen the results of our work in the past half a year..." Now, Ren Xiangfei feels indescribably relaxed, because he feels that the managers are obviously growing up like his own daughter who is in elementary school.He and Mr. Shen looked at each other knowingly, and his thoughts returned to the "why" raised by Mr. Shen for the first time. Now he feels the answer-the company at that time was "a collection of people", not "a collection of people". organic whole", then the existence of these "whys" is actually quite normal.Running a CQ company is not just about doing business, but more importantly, transforming a "group of people" into a "life body". This is my most important job.In fact, my behavior pattern at that time was the same as the employee behavior pattern I complained about - only complaining, complaining about the attitude of the employees, complaining about the execution of the employees, and so on.Instead of leading everyone to find a way to change from the perspective of desire. He thought about it and saw Mr. Shen nodding his head slightly, as if he saw his thoughts and praised him.At this time, he heard Manager Hong's voice: "The three goals we set at the beginning," she said, pointing to the projection screen in the meeting room, "The situation so far is as follows: "*The company's business has recovered rapidly. So far, our shipment volume is 29 million US dollars. In the last month, we expect to be 3 million US dollars, so that we have exceeded our scheduled target; "*The current statistical delivery delay rate is 28%, and the target of 30% has also been achieved. “*So far, the staff turnover rate is 20%. Only this has not fully achieved the target, but we have reason to believe that it will be further reduced.” ... When the meeting was about to end, Ren Xiangfei said: "We have achieved almost impossible results, here is the help of Teacher Shen. However, I think the most important factor is ourselves! Because a group of people like us started to move in the same direction We are in action; we have started to have good communication, which makes it possible for us to coordinate with each other; we spend more time together looking for solutions to problems; we are more like a family together, we are a family! This may be the beginning Teacher Shen's challenge to me - how to make CQ company coordinate like a 'person'? I can clearly feel that CQ is alive now."... In the Spring Festival of 2006, Ren Xiangfei paid New Year greetings to Mr. Shen, and at the same time told Mr. Shen the final result of 2005: *Turnover (shipment) is greater than 32 million US dollars; *Delivery delay rate was 28%; *The turnover rate was 19%. The story continues. In the new year, CQ Company started a new round of "organizational learning".This means that the company has started its own evolutionary path. In the industrial economy period, the working mode of the production line brought mechanized working mode: programming and standardization.All individual behaviors only need to cooperate with the production line.This brought efficiency to production at the time.It affects our behavior patterns in the long run, and it also affects our thinking patterns. When mankind has entered a new economic era, when global economic integration is coming, and when our enterprises are moving more and more into the international market, the scope and complexity of the organizational behavior of modern enterprises have greatly broken through the production line.The efficiency of the organization no longer depends on the degree of cooperation between us and the production line, but on the effectiveness of the interaction between people in the organization and the degree of tacit cooperation.The acquisition of this ability can only be done through organizational learning, that is to say, the organization must be established as a learning organization. Mr. Peter Senge, chairman of the World Association of Learning Organizations, explained that the mission of learning organizations is: "Learning organizations enable them to create their desires through the learning of individuals and organizations in the organization, and improve the organization's learning capabilities. And realize what they want." He pointed out that the core learning ability of an organization consists of three abilities: the ability to expect - the expectation of individuals and organizations for the future; , The degree of tacit understanding of cooperation and coordination between teams; the ability to think systematically, with a global perspective. The case of CQ company introduced by Mr. Shen Jiemin vividly illustrates the significance of organizational learning, and also vividly illustrates the method of organizational learning. Organizational learning is not simply learning new knowledge together, without losing the leader's simple order, and employees' simple determination .Instead, it stimulates everyone's enthusiasm to jointly create the future of the enterprise, improves the level of communication between them, strengthens mutual understanding, and thus enhances the tacit understanding of mutual cooperation.System thinking helps everyone see the interactive relationship between departments, as well as the relationship between departments and the whole, thereby reducing internal friction and improving corporate efficiency. At present, many domestic enterprises have created a lot of beneficial experience in establishing learning organizations, which has attracted widespread attention and been warmly affirmed by the International Association of Learning Organizations.I wish more businesses created better experiences and methods. After reading the case of CQ Company, I remembered a sentence said by the entrepreneur students in the "National Research Stanford" sustainable development leadership training class last week: We all understand the principles that the teacher said, and they are simple, but why do we It is not easy to solve similar problems encountered in business management. In fact, I heard similar voices more than once.Indeed, whenever we analyze other people's cases, we are always able to clearly analyze and summarize such and such reasons; and when we face actual work, we are like leaves trapped in a vortex, and the light can follow the rhythm. Spinning in a vortex, but lacking the ability to jump out.At this time, we are deeply trapped in the complex system structure, and are influenced by an invisible hand to constantly solve and create problems.Just like a "fire chief", we can only use our power to "put out the fire", but we lack the real ability to find systematic solutions to problems and get out of trouble.Not only the managers, but also the employees seem to be facing these thorny problems. Sometimes the whole situation is like a mess, with constant cutting and chaos. The usual management methods, such as material incentives, stimulation, etc., do not seem to be effective. There seems to be nothing we can do.At this time, a wise manager needs to know that they have encountered a difficult problem. The problem is constantly being solved, but it keeps happening. At this moment, the organization is in the learning retardation of the organization. As we all know, an organization, like an organic living body, must inevitably go through the stages of germination, growth, maturity, decline, and death.At each stage, the organization needs continuous learning to make breakthroughs and grow continuously.However, during the period of maturity and decline, the most likely thing that organizations encounter is the learning retardation of the organization.When the organization is full of habitual defenses, defensive thinking, not daring to tell the truth, looking outward, unable to see your own problems, no sense of crisis, insensitive to changes, not open, and unwilling to learn new things,割裂地看待事情、主观臆断，只盯着眼前的部门的利益、不从整体目标来考虑等等现象时，组织学习基本上不存在，这时组织就会出现象案例企业中的症状：业绩指标、目标任务完不成，员工满意度低、互相指责、抱怨，缺乏积极性等等。组织就象一个疾病缠身的人，如果没有有效的治疗和激活方式，组织就会慢慢枯耗甚至迅速崩溃，真正到了问题爆发的一刹那，就算神仙在世也无力回天了。许多名嘈一时的大企业，诸如安达信、松下手机，对照一下，基本上都是这样的例子。 当组织中充满了学习智障时，也就意味着组织中的人的因素已经出现了问题，如果不采取针对性的措施而一味推行其他管理手段，是不会有明显的效果的。这时，组织需要组织学习。何谓组织学习？首先让我们看看什么是组织，组织是其成员进行思考和互动的产物；学习是指关心-了解-行动-反思的一个过程，而组织学习就是发生在组织中的各种学习与实践活动，团队中的成员能够在其中充分地发挥自己的能量，共同实现大家想要的共同目标。这是一个多么理想的境界，当人的积极性都充分调动起来后，其创造力是无穷的。组织学习最重要的是什么？组织学习最重要的就是共同思考什么是我们组织中最重要的问题以及如何落实，当组织中的成员能够聚焦于共同愿景的时候，就能实现真正充分的开放，说出真实的想法，共同协作，此时的组织就能抛开组织的学习智障，实现真正的组织学习，也就意味着具备寻找真正解决问题的根本能力。当组织处在这个良性循环的过程中，组织就是一个健康、良性发展的组织。 组织学习也是一个管理手段、一个管理工具，也有相应的组织学习技术和方法。对于此，我认为，在运用时更应该是一个实践、是一门艺术。只有当组织的领导者和成员结合工作中的实际情况艺术地运用这些工具时，才会有真正的效果。 上曾指出1970年列名财富杂志“五百强”排行榜的企业，到了80年代有三分之一已销声匿迹。今天，据统计，中国大型企业的平均寿命为7-8年，民营企业的平均寿命只有2.9年，每年财富排行榜上都在不断地刷新名称，猝死已经成为企业家的心痛。尤其在今天动态不确定竞争大潮中，组织面临的都是新困难、新挑战，没有根本的解决方案，唯一就是组织内的成员具备动态的整体学习能力和解决问题能力，才能真正可以说是推动企业基业长青的法宝。