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Essay / Research Paper Abstract
This 3 page paper analyzes the concept of a collaborative learning community and identifying organizations demonstrating collaborative cultures. Bibliography lists 3 sources.
Page Count:
3 pages (~225 words per page)
File: MH11_MHcollclas.rtf
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Unformatted sample text from the term paper:
sense of integration and belonging that can impact the development of the organizational culture as a whole. Organizations that demonstrate collaborative cultures utilize tools like mentoring and peer coaching
opportunities to enhance their function and support the creation of a learning community. In understanding the development of collaborative organizational cultures, it is important to recognize the components
of a learning organization and the different approaches that organizations take to developing support mechanisms, including mentoring and coaching (Roberts & Pruitt, 2008). The concept of the learning organization
has been applied to describe everything from business to academic institutions, with a focus not on the purpose of the organization, but on the process by which the organization addresses
change. Conceptual views of learning organizations relate the process of change and the adaptations necessary to produce desired results. Peter Senge, in The Fifth Discipline, related the
belief that efforts towards continuous improvement and change in the organizational setting required a belief that organizations could be learning organizations. The perspectives developed since Senges 1990 work suggest
an increasing value in the application of change initiatives as a foundation for the progression of learning organizations. Senge (1990) defined a learning organization as one in which "people
continually expand their capacity 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" (p. 3). Other theorists, including Garvin (1993) also related a specific view of the nature of a learning organization, describing it instead as
one in which individuals is "skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights" (p. 80). Learning, then, not only
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