Introduction
Organisations that develop learning management systems, create an ongoing observation of praxis by documentation and reflexion (e.g. self-evaluation) on performance. Groups that learn from self-management systems go through developmental stages that are reflected in function and purpose. Emergent responsibility and commitment to group development are enhanced with progressive knowledge acquisition that sustains credibility.
Organisations face increased responsibility as global presence leads to concern for sustainability. Responsibility towards the environment ensures steady growth across the board. Group dynamics changes the sphere of influence that organisations wield, resulting in identifiable dysfunction as teams grow progressively more diverse.
Integrative metatheorising
Metatheory is the formal acceptance of all theory. Scientific theory (e.g. research) should be recognised as the ecological framework from which to structure knowledge. Organisational development occurs through growth that is, in general, sustained in terms of economics. Growth creates the instability that is reflective of turbulence. Metatheory provides a view that acts as a magnifying lens to draw details of links and connections that define probable cause.
Some conceptual lenses for sustainability
The developmental lens
Commitment to sustainability requires a wider perspective. Internal values create external standards. A language develops to define purpose and function. Social connections become goal-oriented representations.
As each organisation will encounter the same dysfunctions and issues, the developmental lens suggests that sustainability is interconnected with internal qualities and environmental conditions:
Organisations face increased responsibility as global presence leads to concern for sustainability. Responsibility towards the environment ensures steady growth across the board. Group dynamics changes the sphere of influence that organisations wield, resulting in identifiable dysfunction as teams grow progressively more diverse.
Integrative metatheorising
Metatheory is the formal acceptance of all theory. Scientific theory (e.g. research) should be recognised as the ecological framework from which to structure knowledge. Organisational development occurs through growth that is, in general, sustained in terms of economics. Growth creates the instability that is reflective of turbulence. Metatheory provides a view that acts as a magnifying lens to draw details of links and connections that define probable cause.
Some conceptual lenses for sustainability
The developmental lens
Commitment to sustainability requires a wider perspective. Internal values create external standards. A language develops to define purpose and function. Social connections become goal-oriented representations.
As each organisation will encounter the same dysfunctions and issues, the developmental lens suggests that sustainability is interconnected with internal qualities and environmental conditions:
- Subsistence organisation - based on hard work and maximisation of profit for survival.
- Avoidant organisation - ignorance of environmental ethics results in external attack on organisational sustainability.
- Compliant organisation - sustainability is a responsibility drawn from regulation.
- Efficient organisation - sustainability is enacted from a budget-conscious perspective.
- Committed organisation - sustains economic, environmental and social activity, often setting standards higher than regulation requires.
- Sustaining organisation (local) - sustainability is developed from an emphasis on social integration, and economic development results from environmental concern.
- Sustaining organisation (global) - the organisations' purpose is to develop sustainable communities.
An organisation can only be sustained by drawing upon core competencies, thus future development can be regarded as maintenance of the present. Each level of development is the sequential progress of learning. The transformation of each group sustains a more complex form of organisation.
The internal-external lens and the field of turbulence
Developing internal-external links that connect an organisation to its environment is the key to sustainability. When positivist attitudes are taken, only one part of the equation is considered and growth becomes unbalanced. Dynamism in leadership has a twofold effect: transformation of an organisation from low complexity to high complexity occurs, however this growth also generates new uncertainty (e.g. turbulence) as organisations strive to remain stable. Large organisations are said to have more complex internal networks and intricate connections to the environment. By applying Occam's Razor, organisations have the opportunity to go to either high or low complexity states to achieve sustainable practice.
Environmental turbulence can then be seen to develop or enhance more forward thinking strategy, as practitioners learn from mistakes and process a more desirable state of conduct.
The learning lens
Metatheory indicates that there are four phases in a cycle of learning:
- active behavioural phase - active physical engagement;
- a reflective thinking phase - conceptual reflection;
- an interpretive sense-making phase - cultural interpretation; and
- social validation - evaluative phase.
Each phase can be viewed through either concrete experience as it pertains to the abstract, or by activity and its relation to interpersonal congruence. In hierarchical terms, each cycle represents the level of learning and knowledge acquired. The practice is often referred to as Sustainability-focused Organisational Learning (SFOL). While it is crucial to have employees contribute to the organisational core, higher levels of individual learning will raise the potential of future development. Communities that are unable to commit to this level of learning remain in existing conditions.
One issue that organisations face is implementing hierarchical learning that replaces single-loop learning. By deconstructing values or institutionalised methods, communities are able to view the bare framework of function and purpose to embed new best practice policies.
Metatheorising sustainability paradoxes
The growth paradox
Indications to sustainable development require vertical growth in an organisation that correlates with increased internal development. Internal activity during non-turbulent times causes the transformation that occurs during periods of instability. Strategic planning may have adverse effects if the focus is on economic gain without consideration for sustaining and maintaining the community.
The learning paradox
Learning lenses consider growth, knowledge acquisition and sustainability where single loop learning is indicative of 'know what', double loop learning acquires 'know how', and triple loop learning reveals 'know why'. Triple loop learning is the most functional in organisations that have a global span.
The sustainability paradox
While organisations face certain stress during inclement periods, care should be taken to retain articulated and persistent identity as transformation occurs. The paradox occurs as the organisation attempts the balance of sustainable growth through change and stability that in turn, leads to further development. As organisations are complex structures, different stages of individual and team development effect multi-level learning.
Conclusion
Sustainable development is seen to be the key route to the growth of an organisation through embedded practice and learning. It has been suggested that there is a fundamental difficulty in knowing how to embed triple loop learning within the existing single loop model. Orthodox thinking requires metatheory to facilitate the understanding, deconstruction and rebuilding of familiar concepts.
While organisations face certain stress during inclement periods, care should be taken to retain articulated and persistent identity as transformation occurs. The paradox occurs as the organisation attempts the balance of sustainable growth through change and stability that in turn, leads to further development. As organisations are complex structures, different stages of individual and team development effect multi-level learning.
Conclusion
Sustainable development is seen to be the key route to the growth of an organisation through embedded practice and learning. It has been suggested that there is a fundamental difficulty in knowing how to embed triple loop learning within the existing single loop model. Orthodox thinking requires metatheory to facilitate the understanding, deconstruction and rebuilding of familiar concepts.
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