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Non-Learning Organizations

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  • BRUNSSON, K.

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.

Suggested Citation

  • Brunsson, K., 1998. "Non-Learning Organizations," Scandinavian Journal of Management, Elsevier, vol. 14(4), pages 421-432, December.
    • Handle: RePEc:eee:scaman:v:14:y:1998:i:4:p:421-432
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    Cited by:

    1. Brita Hermelin & Hans Rämö, 2017. "Intermediary activities and agendas of regional cleantech networks in Sweden," Environment and Planning C, , vol. 35(1), pages 130-146, February.
    2. Gambrill, Eileen & Shlonsky, Aron, 2001. "The need for comprehensive risk management systems in child welfare," Children and Youth Services Review, Elsevier, vol. 23(1), pages 79-107, January.

    More about this item

    Keywords

    Learning unlearning procedure;

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