NON-LEARNING ORGANIZATIONS

K. Brunsson

Scandinavian Journal of Management, 1998, vol. 14, issue 4, 421-432

Abstract: Whereas organizational learning and unlearning enjoy a well-established reputation in organization theory, non-learning has rarely if ever been discussed. In this article organizational non-learning is characterized, and techniques for non-learning are identified. It is argued that nonlearning organizations have developed a proficiency in ignoring. They may ignore problems and solutions to problems, as well as their own attitudes to these problems and solutions. Non-learning organizations accomplish this essentially by placing problems and potentially problematic issues with somebody else, to be attended to in the future. Their behavior is supported and reinforced by procedures: by the particular distribution of responsibility that procedures entail, and by the fact that procedures recur. A non-learning option allows for organizational discretion. Organizations are free to account for their work in a contradictory manner -- realistic and idealistic at the same time. They are free to learn slowly and to take advantage of their learning.

Keywords: Learning; unlearning; procedure (search for similar items in EconPapers)
Date: 1998
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