From informal to organizational learning in the post-industrial workplace

Abstract

In the light of current examples of re-engineering, restructuring, mergers and acquisitions, some Canadian organizations in the public, private and not-for-profit sectors provide a environment for individuals and teams to negotiate effectively the kind of organizational change which has become endemic in today’s workplace. A focus on informal learning through basic social processes contributes to employees’ collective ability to move beyond simply coping with stress to engaging in creative action. A three-year research project, conducted between 1998 and 2001, located and studied, in-depth, four such organizations which were using organizational learning approaches to embed continuous learning within the actual work processes. While each of the cases presents a unique context, they together provide valuable thematic lessons in how to create working environments which contribute both to individual health and to organizational sustainability (Author's abstract)