Organisational Learning: a borrowed toolbox?

In a field such as gender and development, which has suffered from an excess of stated intentions over actual change, ideas like that of thelearning organisation are more than welcome. Organisational learning was originally intended to help organisations respond better to the demands of their environment. It also envisaged changes to how the organisation itself functioned. This ‘double-loop learning’ was seen as away in which the organisation could change fundamental beliefs (Argyris and SchÁ¶n 1978). The promise of change in fundamental beliefs makes learning organisations attractive to advocates for gender equality. This paper grows out of an e-conference hosted by the Gender at Work Collaborative. The Collaborative is a recently established knowledge-building network dedicated to institutional change for gender equality.

Publisher: Academia-edu