Power and emotion in organizational learning

TLDR

Organizational learning is visible in the dynamics created by the interaction of politics (power relations) and emotion within an organization. The article investigates the distinction between learning within an organization and organizational learning. The author constructs a conceptual framework grounded in psychodynamic theory and organizational politics, illustrated by a case study of a change initiative at Hyder PLC, to identify dynamics that limit learning. The case study reveals conclusions that inform both theory and practice of organizational learning.

Abstract

This article explores the difference between learning in an organization and organizational learning. I construct a conceptual framework for understanding organizational learning at an organizational level of analysis. This framework is based on the proposition that organizational learning is visible in the organizational dynamics created from the interaction between politics (power relations) and emotion within an organization. Using a combination of psychodynamic theory and reflections on the politics of organizing I develop the idea that organizations are learning when the 'establishment' that is being created through the very process of organizing can be identified and critically reflected upon. I use a case example of a change initiative within Hyder PLC, a multinational company, to identify organizational dynamics that limit organizational learning. In the final part of the article, I discuss the conclusions that emerged from the case example and the implications of these conclusions for the theory and practice of organizational learning.