Organizational Learning: Philippine Agrarian Reform Under Martial Law

Abstract

Using data from personal interviews, non-participant observations, and alterna tive sources, the Philippine Agrarian Reform Program (ARP) is characterized. An organizational learning model is used to describe and analyze the policy- making and implementation processes as the program progressed under condi tions of martial law. As a result of martial law, decision-making was fragmented. The President unilaterally made decisions with input from close advisors who largely acted on the basis of intuition.. Comprehensive analysis of the Philippine ARP revealed that the program was the victim of incomplete learning. Govern mental decision-making was characterized by Audience Learning, Superstitious Learning, Learning Under Ambiguity and Role-Constrained Learning.