Barriers and Strategies for Organizational Learning in Australia

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Organisational learning and change
Student name
(Affiliation Institution)

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Table of Contents
Introduction......................................................................................................................................2
Barriers to organizational learning..................................................................................................3
Strategies that can be implemented to improve organizational learning.........................................5
Conclusion.......................................................................................................................................7

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Introduction
Over the past decades, organizations have been investing in organizational learning in
order to stimulate the potential of employees and create enough knowledge that is required to
handle diverse roles and responsibility. However, the process of implementing organizational
learning has faced various barriers leading to employees’ inability to catch up with changing
environment. Furthermore, the organizations which have failed to implement the organizational
learning successfully have been forced to come up with strategies that will address the barriers
effectively. According to Ocasio, Rhee & Milner (2017) the term organizational learning refers
to a process that is used within an organization to create, retain and transfer knowledge to
subordinates. Therefore, the paper seeks to examine the barriers of organizational learning and
strategies that can be used to improve it.
Barriers to organizational learning
Barriers to organizational learning are behaviours or systems inhibiting or preventing
organizations from adapting decision-making challenges they face. The barriers occur at several
levels between or within organizations and they involve group processes, behaviours and
individuals. Resistance to change and stubbornness of staff is one of the major barriers of
organizational learning being experienced in the contemporary organizational setting in
Australia. The change resistance comes from internal or external stakeholders. For example,
employees who had been working on the same roles for long periods of time are set in their ways
hence they tend to reject any attempt to learning new processes. Furthermore, change resistance
is not destined among the most tenured employees but every team member of an organization
with mentality of not adopting new processes.