Difference between Traditional and Learning Organisation

This article compares Traditional and Learning Organisations. A traditional organisation refers to a conventional or typical organisational structure that may not prioritize learning, knowledge acquisition, and adaptation. A learning organisation is characterized by its ability to create, acquire, and apply knowledge effectively. It emphasizes continuous learning and encourages its members to update their behaviour based on new insights and information. 

What is a Traditional Organisation?

A traditional organisation refers to a conventional or typical organisational structure that may not prioritize learning, knowledge acquisition, and adaptation. In a traditional organisation, the focus may be more on established practices and processes rather than actively seeking new knowledge or responding to changes in the environment. Training programs may not be a significant part of the organisation’s approach to learning and development.

What is a Learning Organisation?

A learning organisation is characterized by its ability to create, acquire, and apply knowledge effectively. It emphasizes continuous learning and encourages its members to update their behaviour based on new insights and information. Training programs are not the sole determinant of learning in a learning organisation. Instead, the organisation’s response to environmental changes and the lessons learned from experience play a vital role. Building a shared vision, fostering a climate of learning, and developing core capabilities based on advancing knowledge are essential aspects of a learning organisation. It recognizes that competitive advantage comes from continuous individual and collective learning.

Difference between Traditional and Learning Organisation

Basis	Traditional Organisation	Learning Organisation
Vision	The vision is provided by top management.	There is a shared vision that can emerge from various sources, and top management is responsible for ensuring its existence and nurturing.
Determination of Overall Direction	Top management is responsible for ensuring the existence and nurturing of the vision.	The shared vision is developed from multiple places within the organisation.
Formulation and Implementation of Ideas	Top management decides what needs to be done, and the organisation follows these ideas.	Ideas are formulated and implemented at all levels of the organisation.
Organisational Thinking	Each person focuses on their own job responsibilities, with less emphasis on understanding how their work interrelates with others.	Individuals understand their own job responsibilities and also consider how their work interrelates and influences others.
Conflict Resolution	Conflicts are resolved through the use of power and hierarchical influence.	Conflicts are resolved through collaborative learning and the integration of diverse viewpoints.
Leadership and Motivation	The leader’s role is to establish the organization’s vision, provide rewards and punishments, and maintain overall control of employee activities.	The leader’s role is to build a shared vision, empower personnel, inspire commitment, and encourage effective decision-making through empowerment and charismatic leadership.