Becoming a Reflective Practitioner, 6th Edition

CHAPTER 20The Learning Organization Exemplified by the Burford NDU Model

Christopher Johns

It is axiomatic that educational and practice organisations need to be compatible. It would be a stark contradiction to develop reflective practitioners within an educational curriculum only for them to experience a practice culture that constrained rather than enabled reflective practice. The benefit of reflective practise is so great that it would be insane for organisations not to invest heavily in further developing and supporting reflective practitioners. Indeed, excellent organisations are those that know how to tap people’s commitment and capacity to learn at all levels of the organisation, whereby reflective practice is normal. This is achieved by becoming a Learning Organization.

The Learning Organisation

Senge ( 1990, p. 3) describes the Learning Organisation (LO) as:

One where people continually expand their capacities to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.

Senge identified five disciplines that collectively constitute the Learning Organisation. I have added the sixth dimension of leadership (Figure 20.1).

Vision

‘The results they truly desire’ reflects a vision. Vision consists of shared values that gives meaning and purpose to practice. Vision provides the background to practice. Against which all activity ...