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Making organizational learning work: Consent and double linking between circles

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  • Romme, Georges

Abstract

What kind of organizational structure best supports organizational learning? Focusing on this question, experiments in The Netherlands have led to the circular organization, in which learning processes in teams (circles) are effectively combined with the administrative hierarchy. The circle structure is used for policy making, whereas policy implementation remains within the domain of supervisors and managers. The circular model appears to provide a learning structure in which feedback rather than power is the key organizing principle.

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  • Romme, Georges, 1996. "Making organizational learning work: Consent and double linking between circles," European Management Journal, Elsevier, vol. 14(1), pages 69-75, February.
    • Handle: RePEc:eee:eurman:v:14:y:1996:i:1:p:69-75
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    Cited by:

    1. Claudia Vaderna & Robert Home & Paola Migliorini & Dirk Roep, 2022. "Overcoming divergence: managing expectations from organisers and members in community supported agriculture in Switzerland," Palgrave Communications, Palgrave Macmillan, vol. 9(1), pages 1-12, December.
    2. Romme, Abel, 1997. "Work, authority and participation : the scenario of circular organizing," Research Memorandum 001, Maastricht University, Netherlands Institute of Business Organization and Strategy Research (NIBOR).
    3. Geoffroy Douillé & Jean Vandewattyne & Agnès van Daele, 2015. "La sociocratie : des principes à la réalité de terrain dans un centre de recherche," Post-Print hal-01878334, HAL.

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